A framework for production control in health care organizations

The paper presents a hierarchical framework for production control of hospitals which deals with the balance between service and efficiency, at all levels of planning and control. The framework is based on an analysis of the design requirements for hospital production control systems. These design requirements are translated into the control functions at different levels of planning required for hospital production control. The framework consists of five levels of planning and control: patient planning and control, patient group planning and control, resources planning and control, patient volumes planning and control and strategic planning, though this last level does not make part of production control as such. Each of the levels of the framework is further elaborated in terms of the decisions made regarding patient flows and resources, and the co-ordination of the different planning levels. Implications of the framework are discussed by describing some points where current practice deviates from assumptions made in our approach. Recommendations for future research and development of the planning framework are formulated.     

Strategic planning—Which style do you need?

Strategic planning is now a large and diverse activity practised in many different kinds of organizations. This article provides an overview of the field with a summary of the five main schools of thought each with its own business philosophy and a range of practical approaches and techniques. These basic styles are concerned with planning as a central control system, a framework for innovation, an organizational change process, a political activity, and a way of exploring the future. Most planning systems have a dominant style or focus and this emphasis needs to be adjusted in response to changes which are occurring continually in the organization and in the external environment. The article is designed to help the senior manager or corporate planner to assess the state of planning in his organization and to see where there are important gaps in the enterprise's capability for planning which might be filled by the launching of new initiatives. The article also offers an agenda of approaches for consideration by the executive who wishes to move his enterprise from a conventional 5-year planning and budgeting system towards a more comprehensive process of managing organizational change and development.     

The design of computer based planning and modeling systems

Today there are nearly 2000 corporations in North America and Europe either using, developing, or experimenting with some form of corporate planning model. With the emergence of this new and rather substantial interest in the methodology of corporate planning modeling, there appears to be a definite need for a conceptual framework which can be used to design and implement computer based planning and modeling systems.In this paper the authors describe a collection of elements which they believe to be of critical importance in designing a corporate planning model. Their objective is to develop a set of criteria for not only designing a planning and modeling system, but a set of criteria which can also be used to facilitate the evaluation and comparison of alternative planning and modeling systems.There are over 50 planning and modeling software packages on the market today. These include systems such as BUDPLAN, COMOS and SIMPLAN. This paper attempts to provide the reader with a convenient checklist of possible features to consider in either designing one's own system or selecting an appropriate software package.     

Planning for pensions in inflation

The problem of pension planning under inflationary conditions is considered in this article. The author deals with a variety of aspects of the problem and concludes that under present conditions the amount of effective pension planning possible is minimal or extremely expensive.     

Planning and social change

During his ten years experience of corporate planning in industry the author became increasingly concerned about the relationship between planning and social change. This article, based on a talk given to the Social and Ecological Study Group of the Society for Long Range Planning, explores an approach to environmental appraisal which might make businesses and government agencies more responsive to the needs of a changing society and their products and services correspondingly more socially desirable. The author is currently leading a multidisciplinary team on a study of urban deprivation in Birmingham.     

Planning innovation

This paper deals with the concept of planning for innovation, using marketing as a basis for that planning. The author claims that marketing really controls the whole operation of planning for innovation, even the details of development and design, because customers not only use the resulting product or service; they pay for it and make everything possible.     

The planning function and input-output analysis

Long range planning has been defined as a decision-making process involving the commitment of resources—money, people, time, capital—today, the payback or return on which will not be realized until some future period. Since the heart of the planning process is the making of decisions about allocations in some systematic way, economic analysis, armed with its concepts of opportunity cost, indifference theory, marginal analysis, and investment theory, provides much of the theoretical framework for good long range planning models.

If planning is to be done in a scientific manner, there shouldexist common principles and study approaches, regardless of the nature of the organism being planned for. Thus planning for the individual, family, company, industry, association or state should vary according to the relevant information to be used in making decisions and the priorities of the objectives but not in the essential method by which decisions are arrived at. This is major theme of the paper.

As a result of more, than a decade of experience as a ‘planner’ for a number of diverse business and government groups, and through the process of articulating this planning experience as a teacher, I have developed a systematic approach to the planning process. The model has its own conceptual framework that includes, as information filters and display devices, unique adaptations of input-output notation. First in this article I will highlight some of the elements of the planning process, as I have constructed them. Then I will proceed to describe the specifications of the planning system, with particular emphasis on the use of input-output analysis.     

Corporate planning—a conceptual critique

Corporate planning is accepted by some as being an effective, efficient, and feasible means of charting the path an enterprise takes through the future. In this paper the author questions both the concept and the contribution of corporate planning. The author examines not only the problem of budgetary analysis within a planning process but also questions the ability of corporate planning to provide the necessary perspective of the future in any identifiable or probabilistic sense. The author postulates ‘the guts of corporate planning’. In the author's own word conceptual critiques ‘may be defined as setting up your own straw man in place of the other fellow's sawdust totem’. However, this paper presents some controversial yet fundamental criticisms of the current concepts of corporate planning. It is for the reader to judge whether the straw or the sawdust is deepest.     

Impact of Information Systems (IS) Steering Committees on IS Planning*

One of the most efficient ways to manage the information systems function is to introduce steering committees. It has been suggested that one of the foremost benefits of a steering committee is that it can improve the information systems planning efforts of an organization. However, there is very little empirical evidence in the literature that deals with how such committees affect planning. This study investigates the impact of steering committees on three phases of information systems planning: strategic planning, systems planning, and implementation of planning. The greatest impact of steering committees appears to be the strategic planning phase, while a lesser effect is observed in the systems planning and implementation of planning phases.     

Tools and techniques of long-range planners

Long-range planning is concerned with the integration of predictions with corporate strategies. Both practitioners and scholars of management have frequently proposed approaches to planning that they believe to be helpful. The purpose of this paper is to report which techniques and tools and what approaches to planning are actually being used. It is hoped that this information will provide the executive or practitioner with a framework for evaluating his planning practices relative to other planners.This paper is divided into four parts. Part l provides information concerning the survey and data on which this article is based. Part ll deals with the planning process in approximately 400 business firms. Part lll examines the use of two planning tools—outside consultants and computers/mathematical models. The last section presents a summary and some general conclusions drawn from the analysis.     

Comprehensive planning for libraries

In the area of planning, the literature has been almost entirely concerned with planning in the business (i.e. profit) setting. Some literature does exist on planning in the nonprofit sector, but it usually deals with tactical planning of the short-term character. This is specially true in the area of libraries and many librarians have developed and do administer large, complex organization— where conprehensive, long range planning is almost completely untreated in the literature.The current paper discusses the various steps in the strategic planning process, and relates them to a situation in which comprehensive long range plans for a new health sciences library have been developed, and to a considerable degree, implemented. In this framework, the steps of developing purpose and objecives, forecasting and policy formulation, developing and choosing growth strategy, determining resource requirements and provions, developing an organizational structure, and control system utilization are discussed both in the general framework of comprehensive planning, and with respect to actual experience in the development of a health sciences library. The roles of tactical planning and the implementation of plans are also treated.     

Formal planning in major U.S. corporations

As the world about us changes, managers in all types of institutions try to cope in a variety of ways. In the early 1960s, many corporate managers realized they could not make sound decisions about future business activities in an expedient, reactive manner because their firms were growing very large and complex with new technologies, products, markets and competition to deal with. As a result, formal planning techniques which had been used in narrow functional applications were introduced on a much broader scale and formal long-range planning became popular. New corporate planning functions appeared in many companies, as well as new staff planning specialists and planning executives. The author conducted a field study on the design of these systems in the mid-1960s and he argues that they showed great promise for improved management.With this history in mind, we might ask why such subjects as ‘planning techniques’ and ‘problems of implementation’ are still topics of concern. It would seem that such techniques would be well known and established in most firms after 10–15 years. However, this is not the case, for during a second field study of corporate planning systems which was completed in 1976 the author found that many corporations, including some of the largest ones, had redesigned their planning systems in the early 1970s, essentially making a fresh start at formal long-range planning. (See Table 1).From his recent field study the author concludes that all corporations experience problems in implementing and using a formal planning system. The nature of these problems and some possible remedies are the subjects upon which this article focuses.     

Corporate planning at Dunlop

It has often been said that corporate planning is an art which, like all art perhaps, means all things to all men. As other papers have attempted to do this approaches the concepts of corporate planning in an analytical manner and illuminates a number of approaches which the author considers to be preferable. The problems of corporate planning in Dunlop Limited are then analysed and the author's own experience of corporate planning in that company are utilized describing a practical and comprehensive system.     

Developing strategies: A practical approach

This article describes some of the criteria which the author believes should be taken into account in developing strategies in order to meet a company's planning objectives, and gives examples drawn from his own planning experience of how in practice such strategies can be formulated and then implemented.     

Strategies for international growth in the automobile industry

This article examines alternative strategy approaches in respect of companies seeking growth in the international automobile industry. The author examines these approaches within a developed framework which could also prove helpful to planning in other industries.     

Strategic planning for British nuclear fuels Ltd.

This article presents an account of the current state of planning in a Government - owned company. The author describes differences he sees between the planning process in his enterprise and those which are outlined in many planning texts.Since the company is relatively new, the author makes no claims for the success of the total planning operation as he describes it. However, he does indicate areas where advances have been made.Among these are proving the validity of the chosen planning system; the derivation of objectives from the planning process rather than as a starting point, and the acceptance of the planning operation by Top Management.     

Long range planning of paper and board supplies

Most standard textbooks identify three essential elements of effective corporate planning: an information input of appropriate depth, critical appraisal of the company's relative position and application of advanced evaluation techniques. Extension of the vision period, for long range or strategic planning, will unavoidably introduce further complexities into these constituent routines of corporate planning as well as into the strategic decision making process. The author reviews the long term outlook for paper and board suppliers and users and points out the strategic advantages of these basic materials.     

Local government service systems improvement: exposing the social networks

Using a local government (LG) case study, this paper describes and qualitatively explores the value and use of social network analysis (SNA) in creating a rich environment for service network innovation and development. The case study analysed manages regional planning development applications and involves a complex social network. The study underpins the view that in LG service environments, mechanistic models for systems improvement are on their own inadequate. SNA constitutes an essential complementary development framework underpinning continuous innovation through human and social capital development. Findings presented are profound for local government and multiple service contexts and argue for a greater emphasis on understanding and developing the human and social aspects of service systems as opposed to a predominant technical systems bias.     

Strategic planning in a changing corporate environment

Strategic planning is about nothing, if it is not about attempting to achieve desirable futures. In the past this has often been seen as an excuse, or indeed a necessity, for fixed goals which are constantly timed. Such a state of planning has, fortunately, for a long time now been discredited and this paper concentrates upon the concepts of strategic planning within the changing corporate environment, an environment which therefore has to effect both the goals as well as the process of planning. Furthermore, the author concentrates upon the concept of a planning, allocating, and monitoring cycle of strategic planning which sets the strategic planning concept within a process cycle as well as within an effective allocative structure. The author considers this latter point an extremely important one since, as he says, ‘planning can become a very sterile and barren activity if it is not viewed integrally with acting and doing’. Finally, this paper concentrates on the important fact that planning must, within a dynamic environment, be an iterative and a learning process.     

Relocation or dislocation?—A planned approach to location

The commercial success, or indeed the survival, of an enterprise depends on forward thinking. Whether planners use sophisticated planning and modelling techniques or simply rely on hunches the objective of their planning is to project the economic environment, the market for goods and services, technological developments, etc. It is a fact, however, that relatively few enterprises, except those engaged in physical distribution, appreciate the often critical strategic importance of the location of their operations. The author deals with the factors involved in any decision to relocate.