Introduction to the focused issue devoted to the 1964 Annual Symposium of the College on Planning. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Condensed transcripts of the Research and Development Planning Panel of the TIMS College of Planning. Moderator was Normal Gross, panelists were Carl B. Barnes, Julius Hannock, R. Hufnagel, Robert S. Rose, Jr. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Applications to oil industry problems of several mathematical techniques related to maximization or minimization are surveyed. In addition to providing an extensive, although not exhaustive, coverage of the relevant papers and books, the report may serve as an elementary introduction to the topics involved. To further this goal, simple illustrations of the central ideas are given. These include new examples as well as simplified versions of old ones. Finally, an attempt is made to evaluate the limitations and potential utility of some of the techniques. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
In the perhaps naive belief that a keynoter has some responsibility to live up to his program billing—in this situation the aim to explore “newer and somewhat more advanced ideas” about corporate planning—I wish to place a definitely radical proposition before TIMS members at this time. The proposition is that the work of many of the most devoted and vocal “corporate planners” rests today on a fundamentally false bottom—namely, an assumption that our current large corporate entities represent a “highly developed” stage in the evolution of business enterprises. I suspect our successors, with 20/20 hindsight, will wonder how we ever missed sensing that—measured against the potentials inherent in them—our modern corporations constitute the most challenging underdeveloped communities of our complex modern World. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
An essay that examines the specific vocabulary used in planning of mergers and acquisitions of companies. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Condensed transcripts of the Marketing Planning Panel of the TIMS College of Planning, Moderator was Paul E. Weaver; panelists were Edward P. Gunther and David B. Learner. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Condensed transcripts of the Acquisitions Planning Panel of the TIMS College of Planning, Moderator was Robert Dettmer, panelists were William H. Bokum, Neil Kirkpatrick, A. M. MacKinnon, and Robert D. Stillman. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
It is the purpose of this paper to present arguments and evidence supporting the thesis that: —Redefining business data is a valuable addition—indeed, is central—to business planning; and —In many businesses, to do so, requires “inner-directedness” in the planning effort. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Within the last decade, a large number of American firms have formalized their objectives, and have begun to plan the long-range programs necessary to meet corporate goals. As international operations have assumed more importance within the overall scope of these firms' activities, many companies have begun to apply their experience in domestic planning to operations outside the United States. However, just as pediatricians have convinced us that there is more to healing children than treating them as little adults, the blanket application of domestic planning approaches and techniques is not only inadvisable, but unfeasible. I would like to spend my time with you this afternoon considering how international long-range planning is different, and attempt to determine within the context of my own company's experience, how domestic planning concepts must be modified in an international environment. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.
Because of the stochastic nature of the parameters in the general job shop problem (e.g., estimates of processing times; estimates of delay times; the sequence of operations; the availability of processing units; etc.), Monte Carlo simulation has been the principal tool of analysis. In particular, a large proportion of studies was focused on the indirect control of the functions of scheduling and loading by the device of assigning priorities to the various jobs in the shop. In this paper, we depart from this tradition for two good reasons. First, the linear characteristic of flow eliminates an important disrupting factor present in the general problem treated by the other authors. Second, priority decision rules are perhaps the last sphere of decision open to managers and may have a very limited effect since they are seriously constrained by previously-made decisions. In fact, priority decisions, coming as they do at the “tail” of the decision process, may prove ineffectual in the face of previously-established sales quantities, promised due dates, capacity limitations, etc. Consequently, a study of the “higher echelon” decisions of scheduling and loading is necessitated. Management Technology, ISSN 0542-4917, was published as a separate journal from 1960 to 1964. In 1965 it was merged into Management Science.