Showing papers on "Strategic planning published in 1968"
Book•
21 Jan 1968
TL;DR: Strategically integrated HRD: Blending philosophy, strategy, partnerships and practice Developing a new philosophy of HRD Creating a Strategically Integrated HRD Philosophy Developing an Organizational Effectiveness Framework to Isolate Performance Problems and Organizational Breakdowns Improving Organizational effectiveness through Strategic Planning Creating Performance Partnerships Developing Strategic Business Partnerships Establishing Management Development Partnerships Creating Organizational development Partnerships Unleashing HRD Practice Identifying Organizational and Performance Needs Designing and Developing Performance Improvements and change Interventions Facilitating Learning Acquisition and Transfer Measuring Performance Improvement and Organ
Abstract: Strategically Integrated HRD: Blending Philosophy, Strategy, Partnerships and Practice Developing A New Philosophy Of HRD Creating a Strategically Integrated HRD Philosophy Developing an Organizational Effectiveness Framework to Isolate Performance Problems and Organizational Breakdowns Improving Organizational Effectiveness through Strategic Planning Creating Performance Partnerships Developing Strategic Business Partnerships Establishing Management Development Partnerships Creating Organizational Development Partnerships Unleashing HRD Practice Identifying Organizational and Performance Needs Designing and Developing Performance Improvements and Change Interventions Facilitating Learning Acquisition and Transfer Measuring Performance Improvement and Organizational Results Applying Tools And Techniques To Improve HRD And Organizations Developing a Promotional Strategy That Enhances the Image and Credibility of HRD Designing, Managing, Implementing, and Evaluating Performance Improvement and Organizational Development Projects
36 citations
TL;DR: In this article, the author elaborates on a number of long-range planning aspects previously implied in the author's September 1967 Journal article and proposes a new long-term planning approach.
Abstract: This article elaborates on a number of long-range planning aspects previously implied in the author's September 1967 Journal article.
14 citations
TL;DR: In this paper, the authors present empirical substantiation to an approach to study "organization character" and present a theoretical methodology to analyze the organization character of a group, and provide empirical support for the methodology.
Abstract: In this article Professor Wright presents empirical substantiation to an approach to study “organization character.” After presenting the theoretical methodology, the author proceeds by providing t...
6 citations
TL;DR: Ringbakk as mentioned in this paper presents a dissertation abstract called "Organized Corporate Planning Systems: An Empirical Study of Planning Practices and Experiences in American Big Business,” by Kjell-Arne Ringkk.
Abstract: The article presents a dissertation abstract titled “Organized Corporate Planning Systems: An Empirical Study of Planning Practices and Experiences in American Big Business,” by Kjell-Arne Ringbakk.
6 citations
TL;DR: A survey of 315 organizational members suggests that influence, information, and formal education are positively and significantly correlated with one's perception of the importance of organization as discussed by the authors, indicating that influence and information are positively correlated with the perceived importance of organizations.
Abstract: A survey of 315 organizational members suggests that influence, information, and formal education are positively and significantly correlated with one's perception of the importance of organization...
6 citations
TL;DR: Anthony as discussed by the authors distinguishes between two aspects of planning, namely, strategic planning and what he calls management planning and control, and defines strategic planning as policy formulation and goal setting for the organization as a whole; a process which involves deciding on company objectives, choosing the resources to be used to achieve these objectives and the policies which are to govern the acquisition, use and disposition of the resources.
Abstract: IN HIS masterly book “Planning and Control Systems: a framework for analysis” R. N. Anthony attempts to clear up some of the confusion which seems to befog both the theory and practice of planning. He distinguishes between two aspects of planning which he sees as fundamentally different — namely, strategic planning and what he calls management planning and control. He defines strategic planning as policy formula‐tion and goal setting for the organization as a whole; a process which involves deciding on company objectives, choosing the resources to be used to achieve these objectives and the policies which are to govern the acquisition, use and disposition of the resources. Stated in these terms strategic planning is very much a staff and top management process. Management planning and control he defines as a type of planning concerned with the administration of the enterprise — for example, bringing new systems of work into operation and formulating personnel practices to meet departmental needs. He sees these localized planning functions as line activities.
5 citations
TL;DR: In this paper, the authors present basic disciplines for effective management of costs for profitable operation in technologically orientated industries. But, they do not discuss the application of these techniques in the UK aerospace industry in co-operation with the Government.
Abstract: Summary This paper presents basic disciplines for effective management of costs for profitable operation in technologically orientated industries. The techniques outlined for strategic planning, implementation of the ensuing plan and for operational planning and control are not new, but available and proven by wide application in the USA and to a lesser extent in the UK. The adoption of these or similar disciplines in the UK aerospace industry in co-operation with the Government in defining industry objectives and strategic plans, could represent a big step towards promoting a healthy and expanding industry for the future. Application of these techniques will present difficulties in the aerospace industry, but by their very nature should yield an immense return in this environment. There would appear to be no insuperable difficulties in achieving successful application by both Government and Industry. Since the 1967 Management Studies Group Symposium showed a strong demand for information on these techniques, and because no single source document can be recommended, the preparation of this survey has been undertaken.
1 citations
TL;DR: The first part of this paper, published in the May JournNAL, discussed in general terms certain topics relevant to business objectives and industry orientation and dealt in some detail with definition of company objectives and strategic plans.
Abstract: The first part of this paper, published in the May JOURNAL, discussed in general terms certain topics relevant to business objectives and industry orientation and dealt in some detail with definition of company objectives and strategic plans. The successful completion of this first phase is dependent on close co-operation between Government and Industry for both civil and military projects. This part of the paper deals with the procedures for implementing the strategic plan (management control) and the application and control at operational levels (operational control). The phase of implementation is one where considerable scope exists for ensuring future effectiveness through sound direction in that the plan becomes a firm commitment at this stage. The paper concludes with a brief summary and a list of recommendations for future activities within the Management Studies Group of the Society aimed at definition of a basis for application of the disciplines described in the paper.
1 citations