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In the weeks prior to an important milestone, computer consultants give up on automated scheduling and resort to an old-fashioned plan-board to agree on who does what when. Such impromptu gatherings promote creativity and exchange of information, that works positively towards an on-time result. Automated scheduling works well for the bigger picture, but often the detailed tasks must be discussed live with the whole team. Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. An important, albeit often ignored aspect of planning, is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like.[1] The term is also used for describing the formal procedures used in such an endeavor, such as the creation of documents, diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning depending on the political or economic context in which it is used. Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions. The counterpart to planning is spontaneous order.
Contents
[hide]
1 Overview
1.1 What should a plan be? 1.2 Purpose of a plan 1.3 Importance of the planning process
3.1 The objectives 3.2 The policies 4.1 Essentials of planning 5.1 In organizations 5.2 In public policy
4 Planning basics
5 Applications
[edit] Overview
Planning is a process for accomplishing purposes. It is a blue print of business growth and a road map of development. It helps in deciding objectives both in quantitative and qualitative terms. It is setting of goals on the basis of objectives and keeping in the resources.
Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.
Architectural planning Business plan Comprehensive planning Contingency planning Economic planning Enterprise architecture planning Environmental planning Event planning and production Family planning Financial planning Land use planning Life planning Marketing plan Network resource planning Operational planning Strategic planning Succession planning Urban planning
[edit] Applications
[edit] In organizations
Planning is also a management process, concerned with defining goals for future organizational performance and deciding on the tasks and resources to be used in order to attain those goals. To meet the goals, managers may develop plans such as a business plan or a marketing plan. Planning always has a purpose. The purpose may be achievement of certain goals or targets. The planning helps to achieve these goals or target by using the available time and resources. To minimize the timing and resources also require proper planning. The concept of planning is to identify what the organization wants to do by using the four questions which are "where are we today in terms of our business or strategy planning? Where are we going? Where do we want to go? How are we going to get there?..."[3]
in his studies of how planning is used for control and oppression of minorities. Taken together, and independently of each other, these works introduced the "dark side" as a concept and an empirical phenomenon in planning theory and planning research. Later works have further developed the concept in efforts to better understand what actual planners do when they plan (Allmendinger and Gunder 2005; Flyvbjerg and Richardson 2002; Gunder 2003; Plger 2001; Roy 2008; Tang 2000; Yiftachel 1998, 2006). Flyvbjerg's definition of the dark side of planning draws and expands upon Ludwig von Rochau's distinction between politics and Realpolitik (real, practical politics), made famous by Otto von Bismarck and signaling the advent of modern political science. Flyvbjerg (1996) argues that distinguishing between rationality and real rationality is as important for the understanding of planning as distinguishing between politics and Realpolitik is for the understanding of politics. The real rationalities of planners are called "dark" because it turns out that what planners do in actual practice often does not stand the light of day, i.e., actual planning practice often violates generally accepted norms of democracy, efficiency, and equity and thus of planning ethics.
Thinking portal
Automated planning and scheduling Balanced scorecard Collaborative Planning, Forecasting, and Replenishment (CPFR) (Supply chain management) Futures Studies Planning fallacy Project management Strategic planning Time management
[edit] References
1. ^ How does forecasting relate to planning? ForecastingPrinciples.com 2. ^ Barron's Management book fourth edition, Authors: Patrick J. Montana and Bruce H.
Charnov
3. ^ Dalziel, Murray, and Stephen C. Schoonover. "Changing Ways: A Practical Tool for
Implementing Change Within Organizations." New York: Amacom/American Management Association, 1988. Print. Allmendinger, Phil and Michael Gunder, 2005, "Applying Lacanian Insight and a Dash of Derridean Deconstruction to Planning's 'Dark Side'," Planning Theory, vol. 4, pp. 87112.
Flyvbjerg, Bent, 1991, Rationalitet og magt (Rationality and Power), vols. 1-2 (Copenhagen: Akademisk Forlag). Flyvbjerg, Bent, 1996, The Dark Side of Planning: Rationality and Realrationalitt, in Seymour Mandelbaum, Luigi Mazza, and Robert Burchell, eds., Explorations in Planning Theory (New Brunswick, NJ: Center for Urban Policy Research Press) pp. 383-394. Flyvbjerg, Bent, 1998, Rationality and Power: Democracy in Practice (Chicago: University of Chicago Press). Flyvbjerg, Bent and Tim Richardson, 2002, "Planning and Foucault: In Search of the Dark Side of Planning Theory," in Philip Allmendinger and Mark Tewdwr-Jones, eds., Planning Futures: New Directions for Planning Theory (London and New York: Routledge), pp. 44-62. Gunder, Michael, 2003, "Passionate Planning for the Others' Desire: An Agonistic Response to the Dark Side of Planning," Progress in Planning, Vol. 60, no. 3, October, pp. 235-319. Plger, John, 2001, "Public Participation and the Art of Governance," Environment and Planning B: Planning and Design, vol. 28, no. 2, pp. 219-241. Roy, Ananya, 2008, "Post-Liberalism: On the Ethico-Politics of Planning," Planning Theory, vol. 7, no. 1, pp. 92-102. Tang, Wing-Shing, 2000, "Chinese Urban Planning at Fifty: An Assessment of the Planning Theory Literature," Journal of Planning Literature, vol. 14, no. 3, pp. 347-366. Yiftachel, Oren, 1995, "The Dark Side of Modernism: Planning as Control of an Ethnic Minority," in Sophie Watson and Katherine Gibson, eds., Postmodern Cities and Spaces (Oxford and Cambridge, MA: Blackwell), pp. 216-240. Yiftachel, Oren, 1998, "Planning and Social Control: Exploring the Dark Side," Journal of Planning Literature, vol. 12, no. 4, May, pp. 395-406. Yiftachel, Oren, 2006, "Re-engaging Planning Theory? Towards South-Eastern Perspectives," Planning Theory, vol. 5, no. 3, pp. 211222.