Manpower planning: An alternative to muddling through

Abstract

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.

Citation

Pilkington, H. (1981), "Manpower planning: An alternative to muddling through", Planning Review, Vol. 9 No. 5, pp. 35-38. https://doi.org/10.1108/eb053963