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Showing papers on "Strategic planning published in 1971"


Journal ArticleDOI
TL;DR: Using Bayesian probability theory and Ackoff's Behayorial Theory of Communication, a mathematical model of the Hegelian Dialectical Inquirer is developed as discussed by the authors, which strongly argues against the widely held and naive distinction between fact and theory.
Abstract: Using Bayesian probability theory and Ackoff's Behayorial Theory of Communication, a mathematical model of the Hegelian Dialectical Inquirer is developed. The model strongly argues against the widely held and naive distinction between “fact” and “theory.” The model strongly argues for a new way of treating statistical data, in a sense, for a “new” theory of statistics. A fundamental principle of the Hegelian Inquirer is formalized, i.e., that one only stands to understand any issue by witnessing the strongest possible kind of debate take place on that issue. The model suggested is one that is seen as especially suited to issues involved in Strategic Planning.

55 citations


Journal ArticleDOI
TL;DR: In this article, the authors continue an intellectual theme initiated earlier by the authors (Lowe and McInnes, 1971) and trace the reciprocal interactions of the environment on a business enterprise through the complex, and in many aspects conflicting, organisational processes of strategic leadership, budgetary control, performance evaluation, accountability and their effects on intrinsic and extrinsic motivation of members of the organisation.
Abstract: The paper continues an intellectual theme initiated earlier by the authors (Lowe and McInnes, 1971). It traces the reciprocal interactions of the environment on a business enterprise through the complex, and in many aspects conflicting, organisational processes of strategic leadership, budgetary control, performance evaluation, accountability and their effects on intrinsic and extrinsic motivation of members of the organisation. Central to the theme is the essential process of organisational learning, enabling an organisation continually to adapt to its dynamic and uncertain substantial environment. Organisational learning, in turn, is founded on individual learning, fostered through processes of mentorship and accountability. Tensions between learning's requirement of a free flow of information, and the potential diminishment of communication that may arise when judgment of personal performance is entailed, are addressed. The paper is impersonal; it does not address the idiosyncratic and inspirational characteristics of leadership within and throughout organisations.

27 citations


Journal ArticleDOI
01 Aug 1971
TL;DR: The matching of strategy and management design presents a challenging opportunity to scholars of management as discussed by the authors, it calls for skill in building a viable, integrated system; it draws upon insights on ma...
Abstract: The matching of strategy and management design presents a challenging opportunity to scholars of management. It calls for skill in building a viable, integrated system; it draws upon insights on ma...

23 citations


Journal ArticleDOI
TL;DR: In this article, the authors considered some of the important characteristics of strategy and summarized the findings of a recent research program on strategy at the Stanford Business School, and reported on the application of these research findings to three small but growing companies in order to develop strategies for them.

20 citations



Journal ArticleDOI
TL;DR: A survey of 28 companies in 4 industrial settings suggests that, while remaining relatively small and at the upper levels of the organizational hierarchy, long-range planning groups have undergone transformations as discussed by the authors.
Abstract: A survey of 28 companies in 4 industrial settings suggests that, while remaining relatively small and at the upper levels of the organizational hierarchy, long-range planning groups have undergone ...

13 citations


Journal ArticleDOI
Alan Mercer1
01 Jan 1971
TL;DR: In this paper, it is not always appropriate to take a cost minimisation approach to distribution planning, as the needs of the market must first be understood, and therefore, the need of the customers must be taken into account.
Abstract: Because of the marketing role of distribution it is not always appropriate to take a cost minimisation approach to distribution planning — the needs of the market must first be understood.

12 citations


Journal ArticleDOI
TL;DR: In this paper, the authors outline one method or model that over 130 companies around the world are using successfully and it has been adopted by national and international corporations, and by at least one religious order.

12 citations


Journal ArticleDOI
B. Wagle1
TL;DR: In this article, the main stages involved in developing the strategic plan using the tools of the management science are described, and various types of computer models incorporating management science techniques which can be and have been, successfully applied in this activity are described.

9 citations


Journal ArticleDOI
TL;DR: In this article, the authors contrast the objectives and functions of strategic management with the objectives of operating management, and suggest certain uncommon ways of organizing and operating a business enterprise, and in light of this, they suggest some uncommon ways to organize and operate an enterprise.

7 citations


Journal ArticleDOI
TL;DR: A survey of the elements of political and strategic forecasting can be found in this article, where a cardinal criterion is that forecasting is an architectonic art and that the fundamental elements involved are all mutually interrelated and interdependent.
Abstract: ion from the emerging strategic environment. This is to say that both technical and political elements enter into the strategic equation. Uncertainty as to their future relative weights has been at the heart of strategic insecurity. As Hans Speier (1969: 73) has said, "There exists no doctrine of the peacetime exploitation of military power comparable to military doctrines on the employment of military forces in war. That gap remains to be filled." Once strategy was the servant of politics. Now strategic thinking and forecasting must incorporate the political consequences of strategic designs. The Logic of Forecasting From our survey of the elements of political and strategic forecasting there emerges a conclusion that is also a cardinal criterion: forecasting is an architectonic art. The fundamental elements involved-political, strategic, and technical-are all mutually interrelated and interdependent. By way of conclusion to his historical study of strategic thinking, Michael Howard says (1969: 32): "Perhaps the most significant conclusion to be drawn from this survey is the extent to which the quality of strategic thinking in the nuclear age is related to an understanding of international relations, on the one hand, and of weapons technology on the other. ..." "Increasingly," he goes on to observe (1969: 32), "the three fields overlap." Much the same point is made by Arthur Lee Burns (1968: 66). "Perhaps economics, military studies, politics internal and external, and the study of scientific and technological development will come to be thought of as forming a single constellation concerned with the investigation of rational decision and its implications under conditions of radical uncertainty." A somewhat more substantive, but essentially similar, judgment is that of J. David Singer (1969: 5-6), who This content downloaded from 207.46.13.166 on Mon, 11 Apr 2016 14:48:45 UTC All use subject to http://about.jstor.org/terms [348] INTERNATIONAL STUDIES QUARTERLY says that "intra-national and inter-national events all impinge on one another in a cyclical and ongoing process within which the self-aggravating propensities usually exceed the self-correcting ones by an unacceptably large amount." Singer is surely right about the past. Systemic compulsions have been fatal to international order. Now we have no excuse not to be on our

Journal ArticleDOI
TL;DR: The need for a planned management strategy arises directly from the task which management sets itself when it tries to control its environment, and is not merely a need which becomes apparent at a high level of management complexity, but is inherently part of the function of management.
Abstract: Throughout this account, the growing interest in management strategy, as a subject which can be planned, as well as described, by upper-echelon managers has been indicated. The most important concept that has been outlined is that the need for a planned management strategy arises directly from the task which management sets itself when it tries to control its environment. It is not merely a need which becomes apparent at a high level of management complexity, but is inherently part of the function of management. The second important idea, implicit throughout this account, and made explicit in §7, is that models of the organization are baaed on axioms which must be outlined at the highest level of control in an organization—by the board of directors : thus, the board have a direct influence, as well as ultimate responsibility, in the modelling activities of managers who construct and carry out planned strategic decisions.


Journal ArticleDOI
D.G. Thoroman1
TL;DR: An integrated planning system is described which relates, through a cyclic process, the objectives, strategies and action plans of the company in response to dynamic markets in environments of intense competition and technological change.

Journal ArticleDOI
01 Aug 1971
TL;DR: In this article, the authors show that there are differences in the way decision units organize themselves for making routine and non-routine decisions under different conditions of perceived u-senses.
Abstract: The data presented above thus indicate that there are differences in the way decision units organize themselves for making routine and nonroutine decisions under different conditions of perceived u...

Journal ArticleDOI
Rudy L. Ruggles1

Journal ArticleDOI
TL;DR: The concept of long-range planning has been formally recognized as an important function by many business and government organizations through the creation of longrange planning staffs or departments as mentioned in this paper, and there has been increased interest in the concept of planning by all segments of the corporate enterprise.

Journal ArticleDOI
TL;DR: In this paper, the role of corporate models in the planning of the growth and operation of electric utilities is discussed, including the expected company growth in terms of requirements for new service, load growth in existing customer groups, requirements for system expansion, operating expenses and revenues.
Abstract: This paper discusses the role of corporate models in the planning of the growth and operation of electric utilities. This new tool is a major addition to the methods available to the engineer, financial analyst and business manager to use in the investigation of alternate courses of action for strategic planning, tactical planning and situations involving operational planning and control problems. These models include consideration of the forecasts of the expected company growth in terms of requirements for new service, load growth in existing customer groups, requirements for system expansion, operating expenses and revenues, and the resultant interval cash flows and requirements for new external funds. These models produce forecasts of financial reports, requirements for external financing and any specialized reports desired. They include a representation of the accounting system as well as the business and production sectors. This paper illustrates how these models may be used to supplement, not supplant, the usual engineering economy study and compares results produced by model studies and a revenue requirements analysis. In addition, a discussion is given of areas, such as lease financing, which are difficult to handle with the usual engineering economy approach but which model can accommodate. Finally, the paper offers suggestions concerning the steps required to develop and use corporate models within the electric utility.



Journal ArticleDOI
TL;DR: In this article, the authors discuss the problems in the organisation and management of these functions in a medium sized company, those whose turnover is in the region of tens of millions of pounds rather than hundreds or thousands of millions.
Abstract: There is a growing recognition that long range and strategic planning are essential to the survival and healthy growth of a company, particularly at this time of accelerating technological change, but this recognition highlights problems in the organisation and management of these functions. The largest companies, those of international stature, have the necessary resources to create a self‐contained organisation for long range planning and the approach of such companies to these problems has been well documented. Very little however has been said about medium sized companies; those whose turnover is in the region of tens of millions of pounds rather than hundreds or thousands of millions. For these smaller companies the massive resources to support large staff departments serving line management are not available. The fundamental question is often whether, in such a company, managemsent for the future should be separated from management of the present or whether they should be merged to provide better communication. The whole outlook of the two sizes of company is different, the smaller financial inertia of the medium sized company means that its continued survival is less certain and consequently management must concentrate more on short term decisions because unless the organisation survives there will be no long term future to manage.

Journal ArticleDOI
David R. Frew1
TL;DR: In this paper, the authors report the author's opinions regarding the popular definition of management and suggest that the popular job description for management, which incorporates tasks such as business planning, organizing, directing, and motivating, is limiting and inaccurate.
Abstract: The article reports the author's opinions regarding the popular definition of management. He suggests that the popular job description for management, which incorporates tasks such as business planning, organizing, directing, and motivating, is limiting and inaccurate. The author proposes that a more accurate description of industrial management would include an element of goal-attainment.


Journal ArticleDOI
01 Feb 1971
TL;DR: In this article, a distribution cost and revenue analysis format is proposed to provide information for logistics decisions and control, and a proposal for a distributed distribution cost model is presented to analyze distribution costs and revenue.
Abstract: A proposal for a distribution cost and revenue analysis format to provide information for logistics decisions and control.

Journal ArticleDOI
TL;DR: The concept of group psychodynamics, more effective than sensitivity training in correcting serious personality disorders, is also more applicable to the strategic reality of the world as mentioned in this paper, and is also applicable to our work.
Abstract: “Responsibility-oriented concepts of group psychodynamics, more effective than sensitivity training in correcting serious personality disorders, are also more applicable to the strategic realities ...

Journal ArticleDOI
TL;DR: McLean as mentioned in this paper presented a medium-term industrial forecasting that was undertaken in the former Ministry of Technology and transferred to the Treasury so that input-output work could be more closely integrated with macro economic model development.