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Article
Publication date: 1 January 1982

ROBERT LARSON

“Rational planning models” emerged in the early 1970's as a means by which to plan more effectively and efficiently in educational organizations. One of the most well…

Abstract

“Rational planning models” emerged in the early 1970's as a means by which to plan more effectively and efficiently in educational organizations. One of the most well known and widely distributed of these models was developed by Phi Delta Kappa, the educational fraternity. This paper describes a field study conducted in five Vermont schools that were “early users” of the Phi Delta Kappa material. The outcomes reveal many discrepancies between the theory and the reality of planning in public schools. In addition to the Vermont research, other research is cited that supports many of the findings and relates them to planning in schools in general. The article concludes by linking the study outcomes to recent works by other authors on the emerging concepts of loosely coupled systems, garbage can organizations, and organized anarchies and implications these concepts hold for alternative approaches to planning in educational settings.

Details

Journal of Educational Administration, vol. 20 no. 1
Type: Research Article
ISSN: 0957-8234

Article
Publication date: 6 February 2017

Chieh-Peng Lin, Min-Ling Liu, Sheng-Wuu Joe and Yuan-Hui Tsai

To complement previous research on team performance, the purpose of this paper is to analyze the development of team performance and top management approval at the team…

Abstract

Purpose

To complement previous research on team performance, the purpose of this paper is to analyze the development of team performance and top management approval at the team level. In the proposed model, team performance and top management approval are influenced by the team leader’s charisma, teamwork exhaustion, and goal clarity via the full mediation of team planning. The effects of the leader’s charisma and goal clarity on team planning are moderated by teamwork exhaustion.

Design/methodology/approach

Empirical testing of this model based on hierarchical regression modeling, by investigating team personnel in high-tech firms, confirms the applicability of team planning among these firms’ work teams.

Findings

A team leader’s charisma and goal clarity positively relate to team planning, while teamwork exhaustion is not associated with team planning. Team planning further positively relates to team performance and top management approval, respectively. A team leader’s charisma negatively moderates the relationship between teamwork exhaustion and team planning, while goal clarity positively moderates the relationship between teamwork exhaustion and team planning.

Originality/value

While previous literature has focused in depth on team planning and its antecedents and outcomes, there still exists an important gap regarding potential moderation in the formation of team planning. This study provides some important findings that complement previous literature by examining three fresh exogenous determinants for explaining team planning, their interaction effects, and how they indirectly relate to team performance and top management approval via the full mediation of team planning.

Details

Personnel Review, vol. 46 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 March 2001

Elliott Jaques, Charlotte Bygrave and Nancy Lee

The time horizons for setting out strategic plans have never been established in principle, and hence vary widely over one, two, three, five, ten, fifteen, twenty years…

Abstract

The time horizons for setting out strategic plans have never been established in principle, and hence vary widely over one, two, three, five, ten, fifteen, twenty years and more. This paper presents a total system of planning horizons at one, three, seven, twelve and twenty‐five years. Each time horizon is linked to a specific organizational layer. The larger the organization, the longer is the top‐level planning horizon. The larger time horizons encompass the shorter, so that, for example, the CEO of a large corporation can set the corporate strategic plan in terms of a 25‐year plan, with corporate strategic milestones at twelve years, seven years, three years and one year. Every subordinate function can be planned in the same way.

Details

The International Journal of Organizational Analysis, vol. 9 no. 3
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 1 April 1986

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

1576

Abstract

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Details

Management Decision, vol. 24 no. 4
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 March 1996

Guy A. Marco

Considers the vocabulary employed by writers of library planning documents, and analyses the terms used for the various concepts. Notes that concepts are often given…

2156

Abstract

Considers the vocabulary employed by writers of library planning documents, and analyses the terms used for the various concepts. Notes that concepts are often given diverse terminology in planning documents, and that frequently there are inconsistencies in the application of concepts as well as terms. Proposes definitions for three key concepts: mission, plan and goal.

Details

Library Management, vol. 17 no. 2
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 10 August 2021

Harjit Kaur and Sanjay Kaushik

The objective of the study is to examine the extent to which pharmaceutical companies in India rely on traditional planning approaches rather than the new learning…

Abstract

Purpose

The objective of the study is to examine the extent to which pharmaceutical companies in India rely on traditional planning approaches rather than the new learning approach to strategic planning. In addition to that, the study also seeks to examine the perceived ability of the pharmaceutical companies in India to integrate continuous improvement goals and product quality into the overall strategic planning and success in implementing total quality management (TQM) programs examined through three particular continuous improvement mindsets.

Design/methodology/approach

The study collected data from select pharmaceutical companies in India through survey technique using a standardized questionnaire through online mode. A descriptive statistical analysis is performed to examine the extent of integration of strategic planning and continuous improvement in the select pharmaceutical companies in India.

Findings

The results of the study indicate that pharmaceutical companies in India still rely greatly on traditional planning methods for strategic planning. However, a shift is also observed toward adoption of best practice management and modern strategic management techniques. The study also demonstrates that continuous improvement goals and strategies are included into the corporate strategic planning.

Research limitations/implications

The study employs only descriptive statistics, and no hypotheses are generated in the study because the objective is not to generalize the findings. The process of formulating quality goals and integrating them with strategy is typical to any company. Therefore, the findings cannot be generalized. The findings of the study do not given any insights into the strategic quality management process due to online mode of data collection. Also, the focus on the study is on the internal management of quality in an organization and factors in the external environment or in the value chain outside the firm, influencing strategic management of quality are beyond the scope of present study.

Practical implications

Considering the significance of quality of products, an understanding of the link between quality and strategic goals helps the managers in pharmaceutical industry to align the strategic planning goals with quality goals ensuring that the entire organization moves in same strategic direction.

Originality/value

The strong focus quality in pharmaceutical industry in India has given impetus to development of well-managed quality programs on the shop-floor to remain competitive and survive in the highly competitive global markets. However, no such study is conducted so far to understand the extent to which continuous improvement or TQM practices are integrated into strategic planning in the pharmaceutical companies in India.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 10 May 2019

Debarun Chakraborty and Wendrila Biswas

Today, the employees stand firm as an integral part of the organization and are a precious asset. They are willing to learn, accept challenges and strive hard to deliver…

3226

Abstract

Purpose

Today, the employees stand firm as an integral part of the organization and are a precious asset. They are willing to learn, accept challenges and strive hard to deliver their level best. The role of the employees has become pronounced and significant, and it is no more conventional. They are now taking up responsibilities in strategic planning and development of the organization. Thus, HR department plays a profuse role in planning for the human resource of the firm to optimize the utilization of their potentials that would help support and meet the business as well as strategic goal of the firm. These HR planning programs ensure managing people within a planned framework and make them develop their performance that becomes a source of sustained competitive advantage for the firm. The paper aims to discuss these issues.

Design/methodology/approach

A descriptive research has been conducted with cross-sectional survey through a formalized questionnaire. Multistage sampling has been used in the study. Primary data have been collected from different manufacturing industries of India. Exploratory factor analysis and confirmatory factor analysis have been conducted on the hypothesized research model. Structural equation modeling has been done to specify the relation between the measured and latent variables.

Findings

The HR planning programs, namely, staffing plan and succession plan, yield a better result in addressing the strategic goal of the company. Succession plan, staffing plan and talent management strategies augment the efficacious performance of the firm. Effectual performance aids in gaining a competitive advantage for the firm in a substantial way. Job analysis and design have no impact in achieving the strategic intent of the organization.

Originality/value

The study gives a comprehensive scenario of the HR planning programs that can help the organization to meet and uphold their strategic goals. The study provides a model that can solidify and bind the organization toward securing organizational intent and leading a steadfast business process in this dynamic competitive marketplace.

Details

Journal of Advances in Management Research, vol. 16 no. 5
Type: Research Article
ISSN: 0972-7981

Keywords

Article
Publication date: 7 December 2015

Dirk van Dierendonck

The purpose of this paper is to test the combined influence of working towards self-concordant goals with goal planning and supervisory support on goal progress and job…

Abstract

Purpose

The purpose of this paper is to test the combined influence of working towards self-concordant goals with goal planning and supervisory support on goal progress and job satisfaction.

Design/methodology/approach

The data were collected among prison guards. The analysis takes into account a multilevel perspective on goals by differentiating between within- and between-person variance.

Findings

The results showed that there was no direct effect of self-concordance on goal progress. Goal progress depended on combining self-concordant goals with conscious planning and receiving supervisory support. Furthermore, it was found that job satisfaction and goal progress influenced each other over time.

Research limitations/implications

The findings confirm that to understand the influence of self-concordant goals within organizations, planning and supervisory support are essential elements for achieving goal progress. This research is the first to confirm the interrelatedness of goal progress and job-satisfaction over time.

Originality/value

The multilevel intra and interpersonal approach provides a more thorough insight into the processes involved with goal striving. It emphasizes the importance of differentiation between the different levels of motivation in Deci and Ryan’s self-determination theory, especially when applied within the work context.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 3 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 1 May 1976

George C. Sawyer

It is easy to generate enthusiasm these days for consideration of national planning and national plans. In an era of increasing complexity and interdependence of the…

4282

Abstract

It is easy to generate enthusiasm these days for consideration of national planning and national plans. In an era of increasing complexity and interdependence of the different elements in our society, it seems clear that something new should be tried.

Details

Planning Review, vol. 4 no. 5
Type: Research Article
ISSN: 0094-064X

Article
Publication date: 1 January 1977

RADMILA STOJANOVIĆ

Society is considered as a large system and, therefore, the inevitable planning of its development as a whole must be such that the focus is on the interaction: nature …

90

Abstract

Society is considered as a large system and, therefore, the inevitable planning of its development as a whole must be such that the focus is on the interaction: nature — man — society. The following topics will be discussed: The participation and coordination of natural and social sciences in the formation of the future of the human society, in general, and of various given social systems in particular; the most important reasons favouring the systems approach to socio‐economic planning; the consideration of the whole planning — action feedback cycle, i.e. the simultaneous planning of both large wholes and their parts alongside the continuous coordination of interests and goals at various levels of management in the economy as well as in the whole society (the so‐called convergence planning); three levels of the development plan of any economic system (the technical, the economic and the social plan of development and their unity. Technical, economic and social proportions in the process of development); the relationship of development policy planning and the technology of planning (development policy planning as a general social activity. Optimality of the planning system).

Details

Kybernetes, vol. 6 no. 1
Type: Research Article
ISSN: 0368-492X

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