Long-Range Planning of Japanese Corporations (de Gruyter Studies in Organization Book 37)

1.1 The concept of long-range planning 1.1.1 The characteristics of long-range planning 1.2 The effects of long-range planning 1.2.1 A model of the cause effect relationship 1.2.2 Effects on decision-making processes 1.3 Limitations and problems of long-range planning 1.4 Individual project plans and the comprehensiveness of the long-range plan 1.5 The concept of corporate strategy and long-range planning 1.5.1 The scope of corporate strategy 1.5.2 Decision making process Summary Chapter 2 Systems and types of long-range planning 2.1 The position of the long-range plan within the overall planning process 2.2 Components of the long-range plan 2.3 Types of long-range plans 2.3.1 Differences in focuses on the process 2.3.2 Types of plans, according to the contents and amount of detail 2.3.3 Time horizons and the two-plan system 2.3.4 Revision of long-range plans 2.4 Contents of corporate plans 2.5 Consolidation of plans for subsidiaries within the plans of parent companies 2.6 The historical development of long-range planning Summary Appendix. Detailed components of the plan Chapter 3 The process of planning 3.1 Features of strategic decision-making 3.2 Types of strategic decisions 3.3 The process of planning 3.4 Cases of planning process 3.5 Types of planning process 3.6 Three types of organizational process 3.7 Survey on the planning process in the organization 3.8 Planning schedules Summary Chapter 4 Organization for strategic planning 4.1 Top management 4.1.1 Top management team and the management committee 4.1.2 The effects of group decision-making on top management 4.1.3 Problems of the management committee 4.1.4 The role of top management in the long-range planning process 4.1.5 The changing of attitudes 4.1.6 Demographics and other characteristics of top management 4.2 The planning department 4.3 Project teams 4.3.1 Internal venture teams 4.4 ‘Incubator’ departments 4.5 Organizational problems of research and development 4.5.1 Types of research policy 4.5.2 Classification of research 4.5.3 Long-range planning for research and development 4.5.4 Centralization versus decentralization of research laboratories 4.5.5 Internal organizational structure 4.5.6 Combination of divergent capabilities 4.5.7 Interface between research, development, production engineering, production and marketing 4.5.8 Planning and freedom in research management Summary Chapter 5 Analysis of the environment 5.1 The characteristics of strategic information 5.2 Kinds of information 5.3 Identifying needs in strategic information 5.4 Database structure and data collection 5.5 Data sources 5.6 Collectors of information 5.7 Processing 5.8 Communication, storage and retrieval of information Summary Chapter 6 Internal analysis and the changingof corporate culture 6.1 Types of internal analyses 6.2 The system of internal analysis 6.3 The use of growth/share matrix (product-portfolio matrix) 6.4 Sources of data 6.5 Corporate culture and long-range planning Summary Appendix: Method of survey Bibliography on corporate culture Chapter 7 Strategic issues and long-range goals 7.1 The meaning of strategic issues 7.2 The process of finding strategic issues 7.3 The organizational process 7.4 Long-range goals 7.5 The process of deciding goal levels 7.6 The international comparison of goals 7.7 Long term visions and corporate philosophies 7.8 The implementations of long-term strategy Summary Chapter 8 Development of the product-market strategy 8.1 Approaches to product-market strategies 8.2 The options of product-market strategies and basic principles 8.3 The process of transformation 8.4 The use of planning techniques Summary Bibliography for product market strategy Chapter 9 Resource structure planning 9.1 Areas of resource structure 9.2 The decision process 9.3 Using operational plans to construct resource structure plans 9.4 Capital investment 9.5 Information systems 9.6 Human resource planning 9.7The strategic acquisition of resources Summary Bibliography for resource structure Part A The evaluation of strategy 10.1 Evaluation criteria: rating scale methods 10.2 Evaluation criteria: the matrix model 10.3 Quantitative measurements 10.4 Strategic policies 10.5 The classification of evaluation 10.6 The process of appraisal Summary Part B Resource allocation 10.7 Total amount 10.8 Allocation of resources to projects 10.9 The process of resource allocation 10.10 Political behaviour Summary Chapter 11 The integration of strategic decisions 11.1 Ranking of projects and co-ordination of planning activities 11.2 Interface between departments - conditions of self-coordination 11.3 Conflict resolution Summary Chapter 12 Long-range profit planning 12.1 Concept and types 12.2 Purpose and limitations 12.3 The process of profit planning 12.4 Profit planning and simulation 12.5 Profit improvement plans 12.6 Financial ratios Summary Chapter 13 Decision making under uncertainty 13.1 Increase of information 13.2 Range forecasting 13.3 Sequential decisions 13.4 Early warning systems 13.5 Contingency plans 13.6 Revision of the plan 13.7 Diversification and flexibility of business 13.8 Relative competitiveness and the strengthening of resource capabilities 13.9 The relationship between the four approaches Chapter 14 Implementation and control 14.1 Models of implementation and control 14.2 Promotion of implementation 14.3 Action programmes 14.4 Follow-up 14.5 The rewards for implementation Summary Chapter 15 Problems and success factors 15.1 Frameworks of analysis 15.2 Problems 15.3 Meaning of success 15.4 Success factors 15.4.1 Strategy oriented culture 15.4.2 Planning systems 15.4.3 Strategic decisions in long-range planning 15.5 Recent changes in the long-range planning systems Summary References (all chapters) Appendix: Sources of data Index