bluuebunny/crossref_metadata_2025 huggingface dataset:
Outdoor Development: A New Perspective in Management Education
Authors: Bank John
Published: February 2008

This monograph looks at the growing use of the outdoors for management development on both sides of the Atlantic. The author suggests the term “Outdoor Development” to describe a systematic use of outdoor activities which incorporate process reviews and the application of experiential learning methods.
Job Transition:
Authors: Sadek Konrad E. , Hull Ronald W. , Tomeski Alexander E.
Published: February 2008

To meet the needs of today's rapidly changing technological society, firms need increasingly to employ new staff with the requisite skills. Such a transfer of knowledge between organisations can prove complex and stressful for both individual and company.
What Have Managers Learned from the Recession?
Authors: LaRusso Anthony C.
Published: February 2008

The ancient Chinese believed that the most severe curse was to be condemned to live in interesting times. They define such times as being fraught with rapid change and turmoil. Today's managers must feel they have been subjected to this greatest of all curses. Managers who have survived the recent recession must use their experiences to assist their organisations in adjusting to a changing environment. Although each manager and company will come away from their recent experiences having learned different lessons, several key lessons are common to all organisations. These concern the development of an environment for decision‐making and a system for managing all assets including the most dynamic, people.
Some of the Reasons for Quality Circle Failure: Part I
Authors: Dale B.G. , Hayward S.G.
Published: February 2008

The search for methods of improving the efficiency and competitiveness of manufacturing industry in the UK has been intensified during the present recession and has led many managers to look to Japan as a model for economic prosperity. A prominent feature of the Japanese model is a form of employee involvement known in the West as Quality Circles. These are small groups who meet on a regular basis to select, analyse and solve problems in their work area. As they are obviously experts at the jobs they do, their knowledge and expertise can greatly enhance the running of their departments and they can at first hand suggest improvements to the quality of their working life. Hutchins claims that in Japan, quality circles are responsible for around 16 per cent of the profits in their manufacturing companies.
Re‐organising for a Meaningful Future
Authors: Vansina Leopold S.
Published: February 2008

The problems our western societies are confronted with nowadays are too easily classified under the general denomination of “economic recession”. Although no one can deny the slump in the world economy—from which we seem to be emerging—this global denomination remains an oversimplification of reality and a confirmation of the impotence of leadership, its governing apparatus and models.
Change Strategies and the Use of OD Consultants to Facilitate Change
Authors: Lovelady Louise
Published: February 2008

It is rarely the case that a broader consideration of the available strategies for changing organisations is linked with empirical evidence on the way organisational change occurs. The purpose of this article is to examine data on the OD consultant's role as currently performed and the way consultants facilitate change. However, the intention is to broaden the discussion by setting this specific data against a backcloth of the current strategies for implementing organisational change. By examining the OD consultant's role against the wider perspective, the content, strengths and weaknesses of the role and of OD may be better understood.
Top Managers Claim their Right to Management Development
Authors: Harries Shaun , Casey David
Published: February 2008

The middle‐aged Chief Architect who heads the massive Architects Department of a London borough was bitterly bemoaning how his circle of professional friends, as they advanced in their chosen professions, continued to act as expert professionals: “Barristers become QCs and take the most technically demanding briefs, surgeons graduate to brain surgery or organ transplants and personally perform the most technically demanding operations. I'm at the top of my profession as an architect—and what do you think I do? I sign letters!”
Stress and Breast Cancer: Is There a Link?
Authors: Cooper Cary L. , Davies Cooper Rachel
Published: February 2008

How many women know what it feels like to have made that heart‐stopping discovery of a lump in the breast? A discovery which may lead to a complete change in their normal way of life. A friend perhaps? Or your mother? Or you? Of course, eight out of ten lumps are harmless, but the two out of ten that are not can mean cancer.
Developing the Role and Capability of the Small Business Adviser
Authors: Gibb Allan A.
Published: February 2008

There has been an enormous growth in assistance to small firms over the past three or four years, albeit from a very small initial base. Much of this assistance has been geared to “software”, namely the provision of advice, counselling, consulting and training/education services. The Small Firms Information Centre Service has expanded its capability substantially as has the associated Department of Industry Counselling Service. The latter, for example, has not only increased numerically (with over 200 counsellors throughout the UK) but has begun to differentiate its service in favour of particular groups, for example, in offering a technical counselling service. In addition, as local interest in small firms has developed, a wide range of other sources of assistance have emerged including: large companies providing secondees to “counsel” small business; local authorities providing their own counselling and advice centres; semi‐autonomous “voluntary” organisations such as the Citizens Advice Bureau; other representatives of local authorities, including community services organisations and industrial development officers; the banks and some accountants, and more recently the Enterprise Agencies themselves. In addition many colleges and polytechnics have established counselling/consultancy services often linked with small business training and education programmes.
She Needs a Wife: Problems of Women Managers
Authors: Davidson Marilyn J. , Cooper Cary L.
Published: February 2008

A major research study investigating the problems and pressures associated with being a female manager in contrast to male managers, is described, along with the relationship between these pressures and their effects on the managers themselves. The research implications of the findings are also presented, with special emphasis on training needs and organisational policy changes that are required. A model of occupational stress is presented, comprising pressures faced by female and male managers at work, at home and socially, individual influences, and the effects these pressures have in terms of behavioural (e.g. work performance, alcohol intake) and psychosomatic stress symptoms (e.g. headaches, anxiety, etc).
New Consultancy Roles for Trainers
Authors: Corfield Kate , Edmonstone John , Linacre Chris
Published: February 2008

It is increasingly recognised that trainers need to develop new and more appropriate concepts and skills to cope with the problems of modern complex organisations. In one sense trainers have been the victims of their own historical development. Figure 1 illustrates four potential roles for trainers.
Alcoholism at Work
Authors: Cooper Cary L.
Published: February 2008

Alcoholism in Britain has reached epidemic proportions. It has been estimated by Dr Melhuish, in his book Work and Health, that there are over a quarter of a million alcoholics in Britain. Deaths from alcoholism trebled between the middle of the 1960s and the end of the 1970s, and admissions to mental hospitals for treatment have doubled for men and trebled for women in recent years.
Organisation Development in Latin Countries: Fact or Fiction?
Authors: Magalhaes Rodrigo
Published: February 2008

This article is a short review of the literature on organisation development (OD) carried out to support a more sophisticated study on the question of change in library and information organisations in Portugal. Special emphasis is put on the cultural dimension of organisation theory and its implications for management practices such as OD in Latin countries.
Quality Circle Members' Views on Quality Circles
Authors: Cox J. , Dale B.G.
Published: February 2008

A questionnaire sent to facilitators of 12 engineering companies and thence distributed to operational blue‐collar circles resulted in a 68 per cent response rate and established that the expectations, their realisation, the benefits, training, co‐operation and participation of all parties within an organisation are important to circle members. It is vital for management to demonstrate prescience and sensitivity to these areas when operating quality circles.
OD in Central Government: Problems and Prospects
Authors: Harrison R.G.
Published: February 2008

If the management of the civil service is to undergo a real (rather than cosmetic) improvement, action will be needed to generate a major cultural transformation in Whitehall. A sensible strategy would be to develop a distinctive organisation development model appropriate for public sector settings, using some existing contributions which could be integrated to form a groundwork: for example, the work of Miles, Tichy, and Beckhard.
A Survey of Differences in Communication between Managers and Subordinates
Authors: Marshall Verena , Cacioppe Ron
Published: February 2008

There is a significant difference in the perception managers have regarding the level of communications they have with their subordinates and the level of communication subordinates perceive they have with their managers. Managers in the private sector do not communicate more with their employees than managers in the public sector. Nor do private employees indicate that their managers communicate significantly more than employees in the public sector. An ex‐post facto study of 223 persons from private and public organisations was carried out in Australia to discover whether managers perceive they communicate significantly more with subordinates than subordinates perceive the managers communicate with them.
Effects of Social Distance on Perceptions of Leader Behaviour
Authors: Johns Horace E.
Published: February 2008

A law school dean must develop an awareness of himself before attempting to lead the school and demonstrate an awareness of his faculty to the importance of the law school. If his faculty perceives him to be competent as a leader he will be better able to administer the law school. Increasing the frequency and intimacy of contact with faculty members will bolster the perceptions among the faculty of his leader behaviour. A study of how differently law schools and their faculties perceive the leader behaviour of deans and to what degree social distance relates to law school deans' leader behaviour as perceived by themselves and their faculties shows a significant difference between the leader behaviour of law school deans as self‐perceived and perceived by their faculties. As deans inter‐related more frequently in a meaningful way the faculties tended to view their deans as exhibiting more leader behaviour. Eighty‐one deans and 1,001 faculty members from 81 law schools in 40 states and the District of Columbia participated in the study between 1981 and 1982.
The New Management — Macro Management and the NASA Heritage
Authors: Harris Philip R. , Harris Dorothy L.
Published: February 2008

Plans are underway for the next 25–50 years in space. The days of “mission control” may be waning. More study and research is recommended on issues of leadership for (a) earth‐based projects in space, and (b) space‐based programmes with managers there of manned or unmanned projects. Large‐scale technical enterprises in space require a new form of macro management. Despite current difficulties associated with the management of the space shuttle, both experiential history and a possible paradigm or demonstrated model of future trends in the general field of management are offered.
Of Paradigm, Transformation and Organisational Effectiveness
Authors: Banner David K.
Published: February 2008

What happens when change agents intervene to change corporate structures? What is the well‐documented “resistance to change” phenomenon? How are bureaucracies created, maintained and changed? Why do people resist change? The paradigm concept is used to answer these questions and to provide some insights into the nature of future organisational forms.
Is OD Basically Anglo‐Saxon? Some Potentially Controversial Thoughts on Applying OD in Other Cultures
Authors: Wigglesworth David C.
Published: February 2008

While Organisation Development is much talked about and seemingly highly desired in much of the non‐Anglo‐Saxon world, it is argued that people in other cultures with different learning styles, reasoning preferences and value systems are not currently equipped to cope with it as it is practised in the US and the UK at present.
The “Confucian Ethic” and the Spirit of Japanese Capitalism
Authors: Coates Norman
Published: February 2008

In an effort to determine, with reference to the US and Japan, what factors give rise to a society's emergence, growth and possible decline, some parallels are found between Buddhist, Confucian and Tao ideals and Christian tenets, representing the equivalent of a “Confucian ethic” which corresponds to the “Protestant ethic”. An empirical test failed to affirm the hypothesis that Japanese leaders would perceive religious factors as significant determinants of their country's success. Nonetheless, cultural, as well as religious, factors do play an important part in a civilisation's growth and are so perceived in Japan, while economic and political factors appear more significant to Americans.
ONDA MOKU: THE TRUE PIONEER OF MANAGEMENT THROUGH RESPECT FOR HUMANITY
Authors: Vaziri M.T. , Won Lee Joe , Krieger Joseph L.
Published: February 2008

Japan's success in the management of its organisations has long been admired and envied by the rest of the western world. An early “manager” is examined and his example upheld as one of the first exponents of Japanese management practice.
IN DEFENCE OF PROCESS CONSULTATION
Authors: Coghlan David
Published: February 2008

Process consultation is an approach to organisational intervention created by Edgar Schein. It describes a philosophy of helping that is based on the collaborative working of consultant and client, paralleling the client‐centred approach in counselling, and contrasted with consultancy models that are centred on expertise. The term “process consultation” has become a technical term in organisation development for the concept and practice of working with groups in OD interventions. The effect of this is to confine the notion of process consultation to one particular intervention process. This does not do justice to what is fundamentally a philosophy of a helping relationship. The core of the process consultation approach is not so much its applicability to group situations but its articulation and application of a philosophy. This is what has been neglected in the literature, so that process consultation has been denigrated into a group‐intervention strategy. An attempt is made to restate some of the key principles and practices of process consultation with a view to emphasising its role in providing a model for the helping relationship and an approach to organisational research.
TOWARDS A DEVELOPMENTAL PARADIGM OF LEADERSHIP
Authors: Banner David K. , Blasingame John W.
Published: February 2008

The potential of a probabilistic developmental model of leadership with a possible vast array of organisational applications, suggested by a recent study, is evaluated in light of the historical development of the leadership construct and to suggest directions for the future. The historical development of leadership theories is explored, the model presented, and its potential and limitations discussed.
UNDERSTANDING AND MANAGING FOREIGN‐BORN AND MINORITY EMPLOYEES
Authors: Ballard Lynne , Kleiner Brian H.
Published: February 2008

There are a vast number of foreign‐born and minority employees in the United States. Using Hofstede's four dimensions of cultural values — power distance, individualism, masculinity and uncertainty avoidance — as well as some more basic cultural differences between nationalities, the conclusion is reached that American companies must carry out cross‐cultural management programmes to keep up with the changes taking place in the workforce.
COMMUNICATIONS FORUM INTERVENTIONS: A LONGITUDINAL CASE STUDY
Authors: Stebbins Michael W. , Shani A.B. (Rami)
Published: February 2008

The article explores the use of a communication forum intervention in the Pharmacy Division of a large health maintenance organisation. An initial discussion of communication forum interventions as a sub‐set of parallel learning structure interventions is followed by a descriptive case study. The article concludes with an assessment of the intervention over a ten‐year period and a discussion of implications.
INTERDEPARTMENTAL CONFLICT: TANGENTIAL PERSPECTIVES ON ITS SIGNIFICANCE, ORGANISATIONAL ORIGINS AND INEVITABILITY
Authors: Bloch Brian
Published: February 2008

Management theory and practice place undue emphasis on vertical, superior‐subordinate relationships in organisations. Yet much interaction occurs horizontally, between departments such as marketing, finance, personnel and production. Interdepartmental conflict, in particular, is an underresearched issue and that which does exist tends to emphasise certain aspects at the expense of others. Relatively underemphasised elements of interdepartmental conflict are analysed here in terms of a conceptual model linking the variables in a chain of causality. Attention is drawn to such issues as the co‐ordinative and delegatory responsibility of general management, the intrinsic incompatibility of departmental objectives, overspecialisation and intra versus intergroup differentiation.
What Is Meant by a Competency?
Authors: Woodruffe Charles
Published: February 2008

The word “competency” stalked up on the unwary working in the human resources field. The catalyst for its use was Boyatzis's (1982) book The Competent Manager. He triggered the popularity of the term which became de rigueur for the serious consultant in the late 1980s. Unfortunately, while street credibility demanded use of the word, few were certain in their own minds what it meant. This state of confusion has not really abated with the passage of time.
Separate realities for the planner
Authors: Allio R.J.
Published: February 2008

Implicit in models of the planning process is the notion of a data base perceived by the decision‐maker. Decisions are taken on the basis of the decision‐maker's perception of the data and his subsequent interpretation of these data. The planner's utility for the situation will determine the strategies he selects to achieve his objectives.
Africa and the oil crisis: Background of the conflict
Authors: Hashim S.O.
Published: February 2008

The energy crisis has hit the Third World countries, which can least afford high prices for energy and petrochemicals, much more harshly than the developed countries. The following article by His Excellency S.O. Hashim, Ambassador of the Republic of Sudan in France, is a passionate voice from a Third World country calling for better cooperation between the affluent countries and the developing countries. Planning Review is indebted to the Society for International Development in Washington, D.C., for providing the text of Ambassador Hashim's speech, which we publish with minor editorial changes.
Reflections on planning: The value of uncertainty
Authors: Boulding Kenneth E.
Published: February 2008

I have been involved lately in a committee which is thinking about planning for my university, so I have been forced to think about planning myself. Planning is a good or a bad word depending to a considerable degree, I suspect, on whether one is doing the planning or whether one is being planned. My reflections on the subject have taken the form of twelve rather haphazard propositions, none of which I put forward as being necessarily true, but which are perhaps plausible enough to be worth investigating.
A Proposal for future‐oriented research at the United Nations
Authors: Laszlo Ervin
Published: February 2008

The Need for Future‐Oriented Research and Information. Intranational and international crises and conflicts will increase sharply during the next several decades unless we manage socioeconomic development competently. Crises within nation‐states will lead to and spill over into conflicts between nations as the resources needed to cope with domestic situations are sought elsewhere in a highly competitive international market. Human resources and natural resources are not distributed equally; some of the most developed countries are poor in resources and some of the least developed are rich in natural resources. Similarly, population densities and growth rates are unevenly distributed, with population pressures emanating from the less developed nations, and technologic‐economic pressures coming from the more developed ones. In the world as a whole, population growth will outrun resource availability if current growth rates and rates of resource exploitation and use are maintained. Should present trends continue unchanged, major crises could precipitate worldwide conflicts within the next decade or two.
Corporate planning in major Japanese enterprises
Authors: Ringbakk K.‐A.
Published: February 2008

The practice of organized corporate planning in major Japanese enterprises is more sophisticated, further developed, and better accepted than most Westerners recognize. Just as we can learn from Japanese management, we can also learn from Japanese corporate planning. Our research reveals that formal planning was started in Japan before most American or European managers embraced the concept, that the best Japanese practices represent the forefront of the state of the art, and that the current emphasis in Japanese planning is highly entrepreneurial and strategic. As of the mid‐1970s, corporate planning in Japan is very popular, well integrated into the Japanese managerial system, and highly geared to diversification strategies at home and resource‐ and market‐based strategies internationally (see Appendix A). The so‐called Japanese challenge may have abated in traditional form. A study of current corporate planning practices, however, suggests that Western managers would make a mistake in discounting the challenge altogether.
A case history of strategic planning
Authors: Leontiades Milton
Published: February 2008

There is a certain ambivalence between the theory of corporate planning and a case history used to illustrate it. On the one hand theory must generalize and capture enough of reality to explain it. It must be simple enough to be useful yet complex enough to be relevant. But a case history deals only with specific facts. It need not reflect practices which are right for any other company. Consequently it invariably questions theory since no formula can capture all the variations of a particular case.
Proposal for a National Policy Assessment and Action Program
Authors: Steiner George A.
Published: February 2008

This article is concerned with four major propositions: 1) The next major thrust in long‐range planning will come in the public sector, and is a thrust long overdue. 2) Over the past two decades we have significantly improved corporate planning in the private sector. We still have much to learn, but compared with the early efforts we are now high on the learning curve. 3) The fundamental lessons we have learned in the private sector in doing comprehensive long‐range planning are applicable to the introduction, development, and success of aggregate integrated long‐range planning in the public sector. 4) It is imperative that a dialogue begin immediately between practitioners of long‐range planning in the private sector and those in the public sector who are directly involved in the development of this process. Both groups have much to learn from each other, but it is particularly important that those in the public sector be exposed to the first‐hand experience of those in the private sector.
Linear programming — What it is
Authors: Stern Louis W.
Published: February 2008

Linear programming is one of the most widely used management science models. Our aim in this paper is to explain the nature, structure, characteristics, and application of linear programming in terms that make sense to the business manager. To the extent possible, we shall keep our presentation at a very elementary level of mathematics.
The triple track to successful modeling and model implementation
Authors: Meyer R.J.
Published: February 2008

How is it possible to have a larger number of successes than failures in building models and using them to increase the accomplishment of business objectives?
Management potential — The gap in your plan
Authors: Hawver Dennis A.
Published: February 2008

Corporate planning has recently been faced with extreme changes in methodology and scope. Planners report that more variables than ever before must now be considered in both long‐ and short‐term projections. Alternative sets of plans are becoming the mode, partly in recognition of the unpredictable aspects of many of these variables. Protectionism, environmentalism, consumerism, and social concern are all impacting on plans already confounded by severe changes in economic conditions, balance of trade, energy usage, and foreign affairs. Planners are increasingly turning to computer systems for assistance in manipulating these large numbers of complex variables.
Biorhythms and corporate planning
Authors: Schnepper J.A.
Published: February 2008

“Tell me surely what will happen tomorrow morning and by nightfall I shall rule the world.” Knowledge of the future is control over it. The aim of corporate planning is to obtain that knowledge and to use it to maximize profit and societal benefit.
Using the computer in planning
Authors: Holloway Clark
Published: February 2008

The essential factor in business is profit. No company can improve the environment, provide social uplift, and give its employees security if it is bankrupt. A firm can only survive if it carefully plans each step for the future.
Managers should marry models
Authors: Leonard Arnoff E.
Published: February 2008

The “key” to planning effectively lies in wider, and better, use of mathematical models, that is, mathematical models, that is, mathematical representations of a process, system, or corporation. These models should be used to:
An administrator's manual of planning
Authors: Jerstad Finn E.
Published: February 2008

Although there is no shortage of literature on subjects dealing with the content of plans, little has been written about those issues which are of more direct interest to planning administrators. Their key tasks are to set the planning process in motion and to keep it moving. There are certain prerequisites to this process. First, strong support is needed from the corporate chief executive, and indirect power that follows such support. Second, continuous cooperation and real involvement in the planning process are required from division and profit‐center management. Such conditions are normally mutually dependent on one another, but the planning director must keep the support and interest constantly alive through communication, education, and sometimes badgering.
The paradoxical results of corporate conflict
Authors: Shapiro H.J.
Published: February 2008

The prevailing view of modern theorists is that conflict is increasingly perceived as legitimate, inevitable, and even desirable under certain organizational and environmental conditions. Katz claims that without conflict a company would have few problems, hardly any stimulation, and little incentive for constructive effort. In fact, the organization would soon see its own dissolution! If this is true, then a dynamic and healthy organization must be in a state of continuous conflict of varying degrees. The purpose of this paper is to examine the constructive and destructive consequences of that organizational conflict.
Unrestrained growth baits the hook of inflation
Authors: Henderson Hazel
Published: February 2008

There still exists today, after millions of words from learned economists on the subject, much confusion concerning the definition, causes, and effects of “inflation.” Consider, for example, the argument as to whether inflation or unemployment is the more serious social problem. Framing our economic debate in this manner presupposes the validity of the Phillips Curve model of the presumed trade‐off between these two scourges of mature industrial societies. The companion assumption is that they are both aberrations of some imaginary equilibrium state rather than structural features of industrial societies committed to economic growth.
Preventing the Mother Hubbard situation
Authors: Haner F.T.
Published: February 2008

Strategic variables affecting business more strongly today than in the past are inflation, global competition, and an increasingly restrictive business environment resulting from governmental laws and regulations. However, in the years ahead impact from shortages could be greater than that from all the others combined. Companies have been able to adjust to changes in most of the variables, but the threat of stockouts poses tremendous difficulties and challenges for business.
Directing a decision drama
Authors: Yorks Lyle
Published: February 2008

This is the second of two articles on the preparation and delivery of effective presentations. Assuming the presentation has been thoroughly prepared, the problem becomes one of delivery. Once again, experience and research have identified certain crucial elements that can either facilitate or hinder a presentation. The following model incorporates these elements into a strategy for making the presentation.
Bridging Canada's predictable pitfalls
Authors: McCracken Michael C.
Published: February 2008

In examining the prospects for Canada's economy in the coming decade, a number of areas of concern can be identified. Other major issues are likely to appear, but six current issues will not disappear: energy, free trade, wage/price controls, immigration policy, economic and financial structure, and economic growth as a goal.
Dr. Spock's babies take charge
Authors: Binstock Jeanne
Published: February 2008

A shift in values has been occurring among young adults in the United States with important implications for business planning, for it is altering and will continue to alter buying behavior. The “new morality,” as Daniel Yankelovitch calls it, seems to be symptomized in: the sexual revolution; the anti‐Vietnam War movement; antibusiness attitudes, including increased consumer sensitivity, environmental protectionism, and an antiprofit orientation; and an antigovernment mood. In fact, the new values run deeper than even these movements suggest. They reflect an entirely new way of looking at the world that is going to spread and be expressed and acted upon with increasing energy and severity.
Voluntary simplicity
Authors: Elgin Duane , Mitchell Arnold
Published: February 2008

Planning Review initiates with this article on voluntary simplicity a series prepared by Stanford Research Institute's research staff. The articles will address emerging trends in economics, technology, and society that need to be considered by practicing planners. The new series will be coordinated by Riggs Monfort, Director of Program Development for SRI's Business Intelligence Program, and a Contributing Editor for Planning Review.
The future of futurists
Authors: Sharwell William G.
Published: February 2008

Robert Louis Stevenson observed that, “With the present so exacting, who would annoy himself about the future.” Yet, all of us are annoying ourselves with the future, and our businesses are devoting more resources to deal with it.
PIMS: Through a different looking glass
Authors: Naylor Thomas H.
Published: February 2008

The January issue of Planning Review contained an article by Bradley T. Gale which described the PIMS Program of SPI. Utilizing a database of strategic information on over one thousand product‐line businesses, the objectives of The PIMS Program according to Gale are “to discover the general ‘laws’ that determine what business strategy, in what kind of competitive environment, produces what profit results,” and “to produce reports for the managers of each business unit which they can use as a basis for decision making.”
Debunking the monolithic mogul
Authors: Maxim L. Daniel , Cartwright William
Published: February 2008

The past few years have witnessed a substantial growth in development and use of computerized financial planning models. Success stories involving the use of planning models abound but so, alas, do failures. Having had our share of each in the past several years, we thought it might be useful to pass along some lessons learned.
Planning at the center
Authors: Allio Robert J.
Published: February 2008

Canada's Department of Industry, Trade, and Commerce (DITC) is similar in many ways to the U.S. Department of Commerce. Planning Review's Editorial Director accosted Gordon Osbaldeston, the Department's urbane Deputy Minister, in Ottawa to ask some tough questions about how this key Department functions and the place of planning in the federal government.
Five often overlooked benefits of planning
Authors: Schaffir Walter B.
Published: February 2008

At its best, planning becomes an integrating, catalytic, creative, developmental, driving force in managing enterprise. Rather than being endured as a mandated, annual burst of activity before going back to work, planning becomes a natural part of the formal and informal processes by which management at all levels sorts its priorities, makes decisions, gets work done, and brings about change and innovation. This can only be accomplished gradually by focusing managers on tasks within an organized process they find helpful in meeting their own needs.
Making MORE from planning: R. J. Reynolds' approach to marketing strategies
Authors: Hind James F.
Published: February 2008

In almost all marketing departments there are two approaches to planning — the clairvoyant approach and the systematic one.
ZBB — from ground zero
Authors: Goldman Henry H.
Published: February 2008

A recent survey conducted by L. Allan Austin for the American Management Associations illustrates an important point: zero‐base budgeting works.
A simple approach to the planning process
Authors: DeNoya Louis E.
Published: February 2008

There is no way to make the job of strategic planning a simple one; however, planners can make the mechanics of planning a little easier by carefully structuring the process, designing the forms, setting the schedules, and presenting the process to the top managers who do the work of planning.
The planner's environment—thorns among the roses
Authors: Jerstad Finn
Published: February 2008

Administrators of corporate planning are normally given their best opportunities in the initial stages of the planning process; for the beginning is when operating executives are most likely to be proselytized.
How to get your boss's job
Authors: Newman Peter C.
Published: February 2008

There are many whose chief goal in life is to get their bosses' jobs.
Why managers avoid planning: and what top management can do about it
Authors: Chakraborty Samir , David Gabriel S.
Published: February 2008

In many cases, there is no firm commitment to planning by the senior officers of an organization, because planning is regarded as an exercise that has little relevance to present reality—results are not seen for a considerable period of time. This attitude is often reflected by subordinates, for if top executives do not put their influence behind the planning process and create the environment to bring about order out of disorder at their own level, the tasks of lower level managers become more difficult and the planning activity ineffective. The climate usually ends up accentuating the painful aspects of planning and the average manager's chances of planning success are significantly diminished.
Venture capital at the corporate planning desk
Authors: Silver A. David
Published: February 2008

Rumors to the effect that venture capital died in the early 1970s are untrue. It is true, however, that the decline of stock market values has accelerated the flight of risk dollars to other arenas, such as options and commodities. It is similarly true that the number of Small Business Investment Companies (SBICs) and venture capital firms has shrunk from over 800 in 1972 to less than 400 in 1978.
Planning viewpoint: Top management
Authors: Sawyer George
Published: February 2008

Planning is action laid out in advance. It is a central, essential function of management, because a manager must lay out some pattern of action in order to direct effectively the functioning of the organization. While managers plan, by habit and by instinct, the functioning of large modern organizations requires that plans be shared, so that groups of managers act in coordinated patterns toward accomplishment of agreed objectives. Thus, planning has become an organizational process in addition to the individual process of each manager.
The blooming baby boom
Authors: Wilson Ian H.
Published: February 2008

The world, as we are constantly reminded, can be divided into two types of people: those who believe that major social and political changes still lie ahead; and those who are convinced that the world, reacting to the tumultuous changes of the past decade, will return to a new era of “normaley,” if not of tranquillity.
The strategic variations trap
Authors: Smatt E.J.
Published: February 2008

Three great scholars, one each from the United States, France and Israel, came to the same conclusion at the same time—the world would soon come to an end by flood. A great conference was scheduled where it was concluded that the world would indeed be inundated abruptly in 30 days. After the meeting the three great scholars met for drinks and dinner. While sipping brandy after dinner, the American asked the Israeli what he was going to do during the last 30 days. The Israeli said he planned to make his peace with God. The French scientist, asked the same question, said he was going to take all of his money out of the bank and throw a 30‐day party, enjoying wine, women and song. Then they asked the American what he was going to do. He replied that he was going to spend his time learning to live under water. This story illustrates two points about planning:
The androgynous manager
Authors: Sargent Alice G.
Published: February 2008

The management philosophy that emphasizes “organization man” characteristics in corporate managers and views the manager as rational to the point of using as little emotion as possible in decision‐making is being replaced by a concept that places equal emphasis on human relations skills and rational problem‐solving skills.
Motivating line management using the planning process
Authors: Palesy Steven R.
Published: February 2008

The conclusions reached in this article are based on systematic observations of 11 organizations over a three‐year period. Examples have been selected from these observations and from secondary sources. Support for primary data collection was provided by the Division of Research, Graduate School of Business Administration, Harvard University.
Dialing F‐U‐T‐U‐R‐E at the Phone Company
Authors: Lackman Conway L.
Published: February 2008

Regulated industries such as the telephone industry are generally less competitive than those in the manufacturing sector, due to restricted entry and uniform rate setting. Recently, peripheral competition with AT & T has emerged in areas such as microwave transmission. Telephone companies however, have exclusive markets and interface with competition only at territorial boundaries in the form of inter‐connecting lines. AT &T is a de jure monopoly controlling approximately 85 percent of the U.S. telephone revenues; GTE, its largest competitor, has only 8 percent while independent companies cover the remaining 7 percent.
New uses for an old financial tool
Authors: Dobson Susan M. , Shorrock John E.T.
Published: February 2008

Management thinking on the relationship between a business enterprise and its external environment has evolved in a number of ways over the last hundred years. At each stage, the concept of the company has been determined by the socio‐economic circumstances in which managers find themselves.
Creating the manager's plan book: A new route to effective planning
Authors: Mason Richard O. , Mitroff Ian I. , Barabba Vincent P.
Published: February 2008

Consider the plight of the contemporary manager: the forces affecting corporate planning today stem from a wide variety of external sources—public interest groups, changing customer demands, foreign nations, government agencies, and many more. Consequently, the problems that managers and planners must solve are increasingly complex. They are, in addition, ill‐structured and have many highly interrelated dimensions, each of which expresses a wide range of differing values, beliefs and knowledge. Compared with well structured problems—proving geometric theorems or solving Sunday supplement puzzles are examples—ill‐structured problems have no sure fire solutions. One can't tell whether the planning methods used and the solutions obtained fit the problem best or not.
Planning for research freedom at SRI
Authors: Cook Charles J.
Published: February 2008

SRI International (SRI) is a tax‐exempt, not‐for‐profit, applied‐research organization incorporated in the state of California. Founded by Stanford Uni‐versity in cooperation with a group of West Coast business leaders in 1946, SRI separated from Stanford in 1970 and now has a self‐perpetuating board of directors. Operating income is derived from contracts with clients: SRI has no endowment, and royalities do not contribute substantially to income.
Innovation and the economic long wave
Authors: Forrester Jay W.
Published: February 2008

The discussion in this paper addresses issues that should become part of the current politically popular debate about reindustrializing America. Why is there a perceived need to reindustrialize? Why are innovation and productivity‐faltering? I believe it is because old technologies are now being pushed beyond their level of maximum contribution, and because the radically new technologies of the future have not yet found their proper places in the fabric of society.
Profile of a corporate planner updated
Authors: Knisely Gary , Matlins Stuart M.
Published: February 2008

In 1979, Johnson, Smith, & Knisely sponsored a major survey of career paths, compensation and staffing, among corporate planning functions. In working with clients to recruit planning executives and staff, we found that corporate managers had an increasing need for data on these issues in order to better manage their planning operations. At the same time, we found that current and potential members of corporate planning staffs needed similar information in order to better guide their careers and activities. The 1979 survey was conducted to meet the needs of both management and staff. This survey up‐dates selected data included in our 1979 report and provides new data about additional aspects of the planning process to help meet a continuing need for current information.
The 1980s: Reasons for optimism
Authors: Hodes Daniel A.
Published: February 2008

Among the many scenarios planners must consider for the 1980s, an optimistic view of the decade ahead deserves closer attention. In our judgment, three major driving forces, each having favorable implications for the business environment, will shape the U.S. economy during the 1980s:
Tactics and techniques for making the tough decisions
Authors: DeCarlo Paul F. , Irwin Patrick H.
Published: February 2008

To be effective, strategic planning must lead to decisive management action. Yet, far often, it does not. Despite considerable time and effort expended by managers, three results often occur:
10 essential features of a first‐rate strategic planning system
Authors: Steiner George A.
Published: February 2008

The system is inextricably interwoven into the entire process of management.
Manpower planning: An alternative to muddling through
Authors: Pilkington Harry
Published: February 2008

Corporate planning has been in vogue for twenty years and, as with many activities in large organizations, it is performed with varying degrees of effectiveness. Manpower planning as a subset of corporate planning does not command the same degree of respect in many organizations and hence is considerably less in evidence. It is not surprising, therefore, to find that the integration of these two important functions is not often achieved. Several rationales can be found for this: there are too many variables to provide a workable forecast; the right people will come along anyway; we can always go to the marketplace and buy the talents we need.
Indal: 27 acquisitions in 18 years
Authors: Coughlan Dermot G.
Published: February 2008

Ed: Indal Ltd., a diversified, Toronto‐based industrial organization made up of 50 small‐ to medium‐sized companies with sales ranging from $3 million to $60 million, has achieved remarkable business success by adhering to one main philosophy—decentralization. Indeed, its practice of operating decentralized companies, in markets served and managed by experienced regional entrepreneurs, has paid off handsomely. Founded in 1964 as a small extruder of aluminum and producer of cold rollformed metal products, Indal now employs nearly 7,000 people at 80 plants, warehouses and sales offices throughout North America. Mr. Coughlan's article, therefore, provides a rare insight for those curious as to the details of Indal's explosive growth.
Planning strategies for joint U.S.‐Soviet business ventures
Authors: Osofsky Stephen
Published: February 2008

Viewed against the Soviet Union's willingness to establish trade agreements with the West, American corporations could profit handsomely by developing strategic plans tailored to Soviet trade demands.
The planning department's plan
Authors: Day James E.
Published: February 2008

Planning literature contains many examples of the types of services planning departments provide. Numerous articles describe the role of planning managers, and still others deal with the environment in which the planning function can succeed.
Quality of work life: A clear and present danger
Authors: Mills Ted
Published: February 2008

The effective and ingenious tapping of people resources has become an important long‐range strategic concern. But as we witness company after company and union after union announce its new people‐based programs, most often using the quality‐of‐work‐life (QWL) label, we have begun to see alarmingly consistent signs of superficiality in what is being said, urged and done.
U‐C analysis: Management's new tool
Authors: Burack Elmer H. , Zia Hassan M.
Published: February 2008

Given the growing complexity of organizations, business and human resource planners continue to look for new ways to systematically assess their activities and those of their departments. Information is needed that will help identify critical system features, work characteristics and personnel relationships, leading to improved job and system designs and quicker identification of new human resource needs.
“Externalysis”: A new dimension in planning
Authors: Vanderwicken Peter
Published: February 2008

Government regulation or deregulation, a volatile economy, new social attitudes, changing foreign‐trade relationships — today these and a host of other external issues are spoiling even the most carefully crafted strategies. Both planners and managers now recognize the far‐reaching effects of such external changes on company profits; yet they are frequently unable to anticipate those externalities most likely to influence their particular lines of business.