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A Current Awareness Service for Long Range Planning

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A Current Awareness Service for

Long Range Planning


Matrix Corporate Affairs Consultants Ltd.,
4 Cromwell Place, South Kensington, London SW7 2JJ study the consequesnces of structural change, not only from an individual firm's point of view, but also with respect to structural policy. WARD, E. P.

INDIVIDUAL PLANNING TOPICS-AIDS AND TECHNOLOGIES


FAHEY, L., KING, W. R. and NARAYANAN, V. K.

Environmental Scanning and Forecasting in Strategic Planning-the State of the Art Long Range Planning, 14 (1), 32-39 (February 1981).
Environmental scanning and forecasting is an important part of strategic planning. There is a 'sophisticated' and an 'average' approach. Some predictions about the future direction of environmental scanning and forecasting can be made. As planning techniques improve, longer planning horizons and newer organizational forms will be introduced. Once such will be the establishment of an 'environmental scanning unit' within the strategic planning group and/or having line management involved in environmental analysis. Generally, thinking has been too short term and adaptive rather than innovative. BARRETT, F. D.

Focussing Innovative Effort Through a Convergent Dialogue Long Range Planning, 13 (6), 32-41 (December 1980).
Dynamic and catalytic planning together consititute organic planning in which the processes of change are seen in terms of complex interaction. One practical attempt at product planning was with a Scottish company in 1966. It was found that the company was at its most competitive when it did something,it was well equipped to do. There is nonetheless a weakness in defining a business exclusively in market terms. Corporate identity does not presuppose a given market but if it can be defined in terms of capability then it can help guide a systematic product search. COLLINGS, M. R. and MAcGREGOR,

J.

M.

Designing Computer Models that Work Long Range Planning, 13 (6),60-69 (December 1980).
Little has been written on the general problems concerning the design of large systems of interlinked models. There are several design decisions to be taken before using such an approach-the level of detail, inclusion of optimization or risk analysis, treatment of historic data, selection of the modules. The future holds promise of technical improvements in financial modelling systems such as increasing the speed of calculation, and ease of use and extending functions in the logic. MICHAEL, S. R.

Tools and Tricks for Innovators Business Quarterly, 45 (4), 57 etc. (Winter 1980).
The use of imagination, innovation and creativity can produce solutions to business and management problems. The tougher the times the more ingenuity is at a premium. Ingenuity can be hired with practice and testing. Some ways of doing so are outlined. HALAL, W. E. and LASKEN, R. A.

Management Applications of Catastrophe Theory Business Horizons, 23 (6), 35-42 (December 1980).
The cusps and curves of mathematical models can help managers to better understand, and thereby predict and control, the catastrophic changes that frequently wreak havoc in organizations. The application of catastrophe theory to such areas as venture management, R&D support, corporate social responsibility etc. provides a clearer understanding of these situations. It must be remembered that there are some limitations. MULLER,

Tailor-made Planning: Making Planning Fit the Firm Long Range Planning, 13 (6), 74-79 (December 1980).
The contingency approach to management is based on the premise that the management technique used depends on the situation. This approach transforms planning into a highly flexible tool which allows the manager to plan for a variety of needs. Contingency theory may also be applied to the types of plans an organization prepared. The best planning strategy is that which ensures the best fit between the organization and its environment. Thus there is no single best strategy for all organizations. HOPKINS, D. S. P.

J.

and SCHWALBACH, J.

On the Use of Non-linear Location Models to Evaluate the Structural Efficiency of an Industrial Sector OR, 32 (1), 3-10 Oanuary 1981).
An analysis is made of whether the cost advantages of multiplant breweries vis-Ii-vis single plant firms are significant and will result in further structural change and further dominance of these firms. The calculations can be used to

Models for Affirmative Action Planning and Evaluation Management Science, 26 (10), 994-1006 (October 1980).
Two models are presented as aids in setting realistic numerical goals for the employment of women and minority persons, and in evaluating progress towards meeting such goals. By

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