Module 4
Organizational Environment & Planning
A. The External Environment
The general environment of organizations consists of all external conditions that
set the context for managerial decision-making. You might think of it as a broad envelope
of dynamic forces that surround and influence an organization. Top managers and C-suite
executives (such as the Chief Executive Officer or CEO, Chief Financial Officer or CFO,
Chief Information Officer or CIO) bear special responsibility for monitoring these
conditions and linking them with their organizations’ mission, strategies, and internal
practices. You can say that their job is to make sure that the voice of the environment gets
heard within the organization, something that was missing in the Target foray into the
Canadian marketplace.
When economic conditions in the external environment begin to reflect extreme
imbalances, what does it mean for organizations and managers? These conditions are part
of a larger and ever-changing set of environmental forces. The economy’s overall health
in terms of financial markets, inflation, income levels, and job creation also are critical
environmental drivers.
Provinces now compete on tax incentives to attract new plants from companies
like General Motors and Toyota. At stake are hundreds of new jobs and a financial boost
for local economies. Global economic trends are always an issue. For years Canadian
companies have pursued off shoring by outsourcing work and jobs to lower-cost foreign
locations. But new economic signals are indicating it’s time to consider reshoring, which
moves jobs back home. If you bought a Superior Radiant brand high-end outdoor heater a
few years ago, it would have been made in China. Today it is built in Stoney Creek,
Ontario, by Superior Radiant. “We did it for reasons of quality control and to have a
greater proximity to North American markets,” said Susan Samson, sales and marketing
communications manager.6 The shift toward reshoring is driven by rising labour costs in
foreign countries, higher transoceanic shipping costs, complicated logistics, complaints
about poor customer service, public criticism of lost local jobs, and economic incentives
for job creation offered by local communities.
All the above issues were voted top priorities by 49 chief executives participating
in a PricewaterhouseCoopers global annual survey in 2016. They represent just a sample
of legal-political conditions with major implications for organizations and managers.
These conditions reflect current and proposed laws and regulations, government policies,
and the philosophy and objectives of political parties. Canadian lawmakers are debating
issues such as regulation of banks and the financial services industry, foreign trade
agreements, protection of Canadian jobs and industries, and the minimum wage.
Corporate executives follow such debates as whether to regulate the proliferation of
“fintech” companies. Fintech is short for the financial technology industry, where new,
unregulated companies facilitate financial decision-making by broadening access to a
range of online services that were once the exclusive business of banks.7 The CEO of the
Toronto Dominion Bank, Bharat Masrani, told a group of concerned shareholders, “The
need has become even more evident.
The landscape of the financial technology (fintech) industry is dynamic and
constantly evolving, marked by innovations that bring about significant opportunities but
also introduce new challenges. Security breaches, service interruptions, and solvency
issues have emerged as formidable concerns within the fintech sector, requiring vigilant
attention from CEOs and industry leaders. As the fintech ecosystem continues to mature,
it becomes imperative for executives to proactively monitor and address these challenges
to ensure the sustained success, resilience, and competitiveness of their businesses.
Security breaches represent a critical threat to the integrity of fintech platforms,
given the sensitive nature of financial data they handle. Cybercriminals are becoming
increasingly sophisticated, posing serious risks to the confidentiality, integrity, and
availability of financial information. CEOs must prioritize the implementation of robust
cybersecurity measures, including encryption protocols, multi-factor authentication, and
continuous monitoring, to fortify their platforms against potential cyber threats. Regular
audits and vulnerability assessments are essential components of a comprehensive
cybersecurity strategy, enabling fintech companies to stay one step ahead of evolving
cyber threats.
Service interruptions, whether caused by technical glitches, system failures, or
external factors such as network outages, can have severe repercussions for fintech firms
and their users. CEOs need to invest in resilient and redundant infrastructure to minimize
the impact of service disruptions. Additionally, establishing effective incident response
and disaster recovery protocols is crucial for ensuring prompt resolution and minimizing
downtime. By adopting a proactive approach to service continuity, fintech leaders can
build trust among their user base and maintain a competitive edge in the market.
Solvency issues, including financial instability or insolvency, pose significant
challenges to the long-term viability of fintech companies. CEOs must adopt rigorous
financial management practices, ensuring that their organizations maintain healthy
liquidity, robust risk management frameworks, and compliance with regulatory capital
requirements. Regular stress testing and scenario analyses can help identify potential
vulnerabilities and enable proactive measures to strengthen the financial foundation of
fintech firms. Collaborating with regulatory bodies and staying abreast of evolving
compliance standards is essential to navigating the complex regulatory landscape and
maintaining financial solvency.
The fintech industry operates within a regulatory environment that is subject to
constant changes and updates. CEOs must be attuned to these regulatory developments,
actively participating in industry dialogues and engaging with regulatory authorities to
shape policies that foster innovation while ensuring consumer protection and market
integrity. Monitoring regulatory trends enables CEOs to anticipate changes in compliance
requirements, adapt their business strategies accordingly, and maintain a competitive
edge in the evolving regulatory landscape.
Moreover, the competitive direction of fintech businesses is influenced by a
myriad of factors, including technological advancements, market trends, and consumer
preferences. CEOs need to foster a culture of innovation within their organizations,
encouraging research and development initiatives that position their companies at the
forefront of emerging technologies. Strategic partnerships, collaborations, and mergers
and acquisitions can also be leveraged to enhance competitiveness and expand market
reach. Regular market analysis and competitive intelligence gathering are vital
components of a proactive strategy to stay ahead in the fiercely competitive fintech
landscape.
In conclusion, the fintech industry is undergoing rapid evolution, presenting both
opportunities and challenges for CEOs and industry leaders. By addressing issues such as
security breaches, service interruptions, and solvency concerns through proactive
measures, CEOs can ensure the resilience and competitiveness of their fintech businesses.
Vigilance, adaptability, and a commitment to innovation are essential for navigating the
complex and dynamic landscape of the fintech sector and capitalizing on the vast
potential it offers.
With respect to demographics and norms, for example, the workplace is a mix of
generational cohorts—people born within a few years of one another and who experience
somewhat similar life events during their formative years.13 And sometimes these
generational subcultures clash. Whereas older generations are “digital immigrants” who
have had to learn technology, the younger millennials (Gen Ys) and the iGeneration grew
up as “digital natives” in technology-enriched homes, schools, and friendship
environments. These differing life experiences affect everything from how the
generations shop to how they learn or work. Characteristics often used to describe digital
natives include ease of multitasking, the desire for immediate gratification, continuous
contact with others, and less concern with knowing things than with knowing where to
find out about things.
No one doubts that continuing technological developments affect everything from
the way we work to how we raise our children. It shouldn’t be any surprise that
businesses are quickly ramping up their spending on social media for product
promotions, reputation management, internal communication, and more.17 A continuing
wave of social media applications for the workplace includes new product development
and advertising, employee networking and data sharing, virtual meetings, and always-
available chats.
The relentless march of technology, characterized by the continual emergence of
innovative applications for rapidly advancing smart device technologies and the relentless
expansion of bandwidth capabilities, has resulted in an ever-deepening integration of
technology into the fabric of everyday life. This pervasive influence has become a
defining aspect of modern existence, shaping how we communicate, work, entertain
ourselves, and even how we perceive and interact with the world around us.
The proliferation of new apps designed for the latest smart devices exemplifies
the dynamism and adaptability of technology. These applications, often leveraging
cutting-edge technologies such as augmented reality, artificial intelligence, and the
Internet of Things, are seamlessly integrating into various aspects of our daily routines.
Whether it's enhancing productivity, providing personalized entertainment experiences,
or facilitating efficient communication, these apps are catalyzing a transformative shift in
the way we engage with technology.
Simultaneously, the expansion of bandwidth is playing a crucial role in this
technological metamorphosis. As bandwidth capacities increase, the speed and efficiency
of data transmission improve, enabling more seamless connectivity and the realization of
sophisticated applications. The advent of 5G technology, with its promise of ultra-fast
and low-latency communication, is set to revolutionize the digital landscape, opening up
new possibilities for immersive experiences, real-time collaboration, and the widespread
adoption of Internet of Things (IoT) devices.
The integration of technology into everyday life is not limited to personal
convenience; it extends to broader societal implications. The concept of the "smart city"
is gaining traction, wherein interconnected technologies are employed to optimize urban
living, from intelligent traffic management systems to energy-efficient infrastructure.
This interconnectedness not only improves efficiency but also lays the groundwork for
more sustainable and resilient communities.
Furthermore, the pervasive influence of technology is reshaping traditional
industries, leading to the rise of digital transformation. Sectors such as healthcare,
education, finance, and manufacturing are undergoing profound changes, leveraging
technology to enhance processes, improve outcomes, and foster innovation. This digital
revolution is not just a technological shift but a cultural and economic transformation that
permeates all aspects of our society.
As technology becomes increasingly intertwined with our daily lives, it raises
important considerations about privacy, security, and ethical implications. The collection
and analysis of vast amounts of personal data to fuel technological advancements pose
challenges regarding data protection and individual rights. Striking a balance between the
benefits of technological progress and safeguarding fundamental values becomes a
critical aspect of navigating the evolving landscape of the digital age.
In conclusion, the relentless advancement of technology, marked by the
continuous development of innovative applications for smart devices and the expanding
bandwidth capabilities, is reshaping the very fabric of our daily lives. From personal
convenience to societal transformation, the integration of technology is both ubiquitous
and transformative. As we navigate this digital frontier, it is essential to remain vigilant
about the potential implications and ensure that technological progress aligns with our
values and aspirations for a better and more connected future.
We tend to think most about natural environment conditions following a disaster
—a nuclear plant failure, a major oil spill, or an enormous hurricane.22 But concerns for
the status and preservation of our natural environment are ever-present and global. Calls
for being “carbon neutral,” “green,” and “sustainable” are common on university and
college campuses, in local communities, and in our everyday lives. The intent is to
protect natural resources that are essential to society and ensure their availability for
future generations.
It is important to recognize that we increasingly expect organizations and their
managers to help preserve and respect the environment. When they don’t, public criticism
can be vocal, harsh, and expensive (see Management Is Real 4.2). Think about public
debates over “fracking” in the search for natural gas supplies and the use of coal for
electricity generation. Think about the outrage that quickly surfaced over the disastrous
BP oil spill in the Gulf of Mexico in 2010, the $40+ billion cleanup and settlement costs
to the company, and the subsequent calls for stronger government oversight and control
over corporate practices that put our natural world at risk.
Consider the profound impact that a university's commitment to sustainability
practices can have on shaping the choices of prospective new students. In an era where
environmental consciousness and social responsibility are gaining increasing prominence,
the value assigned to a university's sustainability initiatives plays a pivotal role in
attracting and retaining students.
The contemporary student body is characterized by a heightened awareness of
global challenges, including climate change, resource depletion, and social inequality. As
a result, individuals seeking higher education are increasingly drawn to institutions that
not only prioritize academic excellence but also actively contribute to a sustainable and
ethical future. Universities that integrate environmental and social considerations into
their operations are seen as pioneers in aligning educational goals with broader societal
needs.
Sustainability practices within a university encompass a wide array of initiatives,
ranging from energy-efficient infrastructure and waste reduction programs to socially
responsible investment strategies. Students, as discerning consumers of education,
recognize the significance of these efforts and are likely to be more attracted to
institutions that demonstrate a genuine commitment to environmental stewardship.
Furthermore, universities with strong sustainability practices often provide
students with unique opportunities for hands-on learning and research in areas such as
renewable energy, conservation, and environmental policy. These experiential learning
opportunities not only enhance the academic experience but also empower students to
become advocates for sustainable practices in their future careers.
The emphasis on sustainability extends beyond the campus, influencing the
broader community and contributing to a positive university reputation. Prospective
students, when evaluating potential educational institutions, are increasingly considering
the impact and footprint of the institutions they choose to attend. A university's
commitment to sustainability becomes a tangible expression of its values and principles,
influencing the overall student experience and fostering a sense of shared responsibility
for the well-being of the planet.
In conclusion, the value placed on a university's sustainability practices by
prospective new students is deeply intertwined with the evolving societal awareness of
environmental and social issues. Universities that proactively embrace sustainability not
only attract a diverse and engaged student body but also contribute to shaping a
generation of graduates who are equipped to address the complex challenges of the
future. The role of sustainability in higher education goes beyond a mere selling point – it
becomes an integral aspect of creating a meaningful and impactful educational
experience for students who seek not only knowledge but also a commitment to a
sustainable and ethical future.
B. Value Creation, Innovation, and Sustainability
The specific environment or task environment is composed of the organizations,
groups, and persons with whom an organization interacts and conducts business. Its
members, referred to as stakeholders, are the persons, groups, and institutions affected by
the organization’s performance.26 Stakeholders are key constituents that have an interest
in how an organization operates. They are influenced by it, and they can influence it in
return. The important stakeholders for most organizations include customers, suppliers,
competitors, regulators, advocacy groups, investors/owners, employees, and society at
large— including future generations.
Organizations also strive for competitive advantage in their environments—
something that they do extremely well, is difficult to copy, and gives them an advantage
over competitors in the marketplace.27 Think competitive advantage when you turn to
Google for search, shop with “1-Click” at Amazon, and stream movies from Netflix. As
managers deal with stakeholders, seek to create value, and gain competitive advantage,
these pursuits oft en are complicated by environmental uncertainty—a lack of complete
information regarding what is present in the environment and what developments may
occur. The more uncertain the environment, the harder it is to analyze environmental
conditions and predict future states of affairs. The greater the environmental uncertainty,
the more risk taking that may be required to act on perceived problems and opportunities.
One of the things we can say for sure about organizational environments today is
that change, uncertainty, and complexity call for constant innovation. It is the process of
coming up with new ideas and putting them into practice. And, it’s a major driver of
competitive advantage. When you think “innovation,” what comes to mind? Is it a
product like the iPad or Kindle e-reader or Google Glass? Is it something fun like an
online game or a Super Soaker water gun? Or is it a customer experience such as using
your smart phone to tap an app and pay for a Starbucks coffee, or scan a cheque to make
an electronic bank deposit?
Although the tendency is to view innovation as being primarily focused in the
business and economic context, innovation applies equally well when we talk about the
world’s social problems—poverty, famine, literacy, disease—and the general conditions
for economic and social development. Social business innovation uses business models to
address important social problems. Think of it as business innovation with a focus on
critical social issues.
Microcredit lending is an example of social business innovation. It was pioneered
in Bangladesh, where economist Muhammad Yunus started the Grameen Bank.
Recognizing that many of the country’s citizens who are poor couldn’t obtain regular
bank loans because of insufficient collateral, Yunus introduced the “microcredit.” He set
up the Grameen Bank to lend small amounts of money to these citizens at very low
interest rates, with the goal of promoting self-sufficiency through owning small
enterprises. At one level this is a business model innovation—microcredit lending. But at
another level it is a social business innovation—using microcredit lending to help tackle
the ever-challenging issue of poverty.
The innovation process is sometimes so successful that disruptive innovation
occurs. Harvard scholar Clay Christensen defines it as the creation of an innovative
product or service that starts out small scale and then moves “up market” to where it
becomes so widely used that it displaces prior practices and competitors.34 Historical
examples include cellular phones that disrupted traditional landlines, MP3 digital music
players that disrupted traditional physical transmission of music from CDs and cassettes,
and discount retailers that disrupted traditional full-line department stores. We already
see online retailers disrupting fixed-place brick and mortar stores, online gaming and
movie streaming disrupting “buy and own” models, and tablet devices disrupting desktop
computing. What’s on your list for the next great disruptor of today’s established
products or business practices? Will electric cars like Tesla’s Model S disrupt historical
internal combustion technology? Will the success of private room rentals through Airbnb
drive further developments in the community marketplace model that end up disrupting
not just hotels but also businesses in other industries?
Think about climate change, carbon footprints, alternative energy, local foods,
and broader links among people, organizations, and nature. They highlight issues of
sustainability, a commitment to live and work in ways that protect the rights of both
present and future generations as co-stakeholders of the world’s resources. It applies to
everything from the air we breathe to the water we consume, and from the spaces we
inhabit to the human labour that gives life to our best-loved foods, beverages, and
electronic devices.
We live and work at a time when global consumption of fossil fuels is at an all-
time high, water shortages are reaching critical proportions in many parts of the world,
and air quality in major metropolitan areas around the globe is reaching all-time lows. It
only makes sense that sustainable development is a major concern for governments,
leaders, and the public at large. The term describes the use of environmental resources to
support society’s needs today, while also preserving and protecting them for use by future
generations.
“Renew,” “recycle,” “conserve,” and “preserve” are all well recognized
sustainable development catchwords. They highlight desires to preserve environmental
capital or natural capital as the world’s supply of natural resources— atmosphere, land,
water, and minerals—that sustain life on earth.36 But how do we balance aspirations to
consume our environmental capital for everyday prosperity, convenience, comfort, and
luxury, with the potential costs of losing it in the future? PepsiCo’s CEO Indra Nooyi
says: “All corporations operate with a license from society. It’s critically important that
we take that responsibility very, very seriously; we have to make sure that what
corporations do doesn’t add costs to society.” Nooyi’s point directs attention toward a
triple bottom line that evaluates not only an organization’s economic performance but
also its social and environmental performance.
Pursuit of the triple bottom line and the 3 Ps is a hallmark of sustainable
businesses that both meet the needs of customers and protect or advance the well-being of
the natural environment. Sustainable businesses operate in harmony with nature rather
than by exploiting it. They set goals for things like “recycling percentage,” “carbon
reduction,” “energy efficiency,” “ethical sourcing,” and “food security,” among others.
They employ people with job titles like Corporate Sustainability Officer, Green Building
Manager, Staff Ecologist, Sustainability Program Director, and Sustainability Planner.
The imperative for sustainable innovation, also known as green innovation,
underscores a growing recognition within various industries of the need to address
environmental concerns and minimize the negative impact on the planet. Companies and
organizations are increasingly realizing that traditional approaches to business operations
can contribute to ecological degradation, climate change, and resource depletion. As a
response to these challenges, many entities are actively engaging in sustainable
innovation to create new products, adopt eco-friendly practices, and develop methods that
not only reduce their negative environmental footprint but also aim to achieve a positive
impact on the ecosystems in which they operate.
Sustainable innovation encompasses a wide spectrum of activities, from the
conceptualization of eco-friendly products to the implementation of environmentally
responsible business practices. Companies are investing in research and development to
devise innovative solutions that align with the principles of sustainability. This may
involve the utilization of renewable materials, the reduction of energy consumption, or
the implementation of circular economy models that prioritize recycling and waste
reduction. By integrating sustainability into the innovation process, companies strive to
contribute to a healthier planet while meeting the demands of environmentally conscious
consumers.
In addition to product innovation, sustainable practices are becoming integral to
business strategies across various industries. Companies are adopting comprehensive
sustainability frameworks that guide their day-to-day operations, supply chain
management, and corporate governance. This holistic approach involves considering the
entire lifecycle of products, from raw material extraction to disposal, and finding ways to
minimize the environmental impact at every stage. It also entails fostering transparency
and accountability in reporting environmental performance metrics, allowing
stakeholders to assess and validate the sustainability claims of these organizations.
Furthermore, some companies are leveraging technology and digital innovation to
enhance their sustainability efforts. From the implementation of smart, energy-efficient
systems to the development of digital platforms that promote sustainable lifestyles,
technology is playing a pivotal role in driving eco-friendly initiatives. For example,
advancements in data analytics enable companies to optimize their resource usage, reduce
waste, and make informed decisions that align with environmental goals.
Engaging in sustainable innovation is not just about meeting regulatory
requirements or appeasing environmentally conscious consumers; it is increasingly seen
as a strategic imperative for long-term business success. Companies that embrace
sustainability are better positioned to mitigate risks associated with climate change,
resource scarcity, and regulatory shifts. Moreover, they are more attractive to a growing
segment of consumers who prioritize ethical and environmentally responsible practices,
contributing to enhanced brand reputation and customer loyalty.
Collaboration is another key facet of sustainable innovation. Companies are
forging partnerships with research institutions, non-governmental organizations, and
other industry players to pool resources, share knowledge, and collectively address
complex environmental challenges. Collaborative initiatives enable participants to
leverage diverse expertise, accelerate the pace of innovation, and collectively contribute
to the greater good.
In conclusion, the pursuit of sustainable innovation is a multifaceted endeavor that
involves not only the development of eco-friendly products but also the adoption of
sustainable practices and the integration of environmental considerations into business
strategies. As companies recognize the interconnectedness of their operations with the
health of the planet, sustainable innovation emerges as a powerful tool for addressing
environmental challenges while fostering long-term business resilience and success. The
ongoing commitment to green innovation not only benefits the companies themselves but
also contributes to a more sustainable and harmonious relationship between business and
the environment.
C. Cultures and Global Diversity
The American’s behaviour in Saudi Arabia was self-centred. He ignored and
showed no concern for the culture of his Arab host. This displayed ethnocentrism, a
tendency to view one’s culture as superior to that of others. Some might excuse him as
suffering from culture shock. Perhaps he was exhausted after a long international flight.
Maybe he was so uncomfortable upon arrival that all he could think about was making a
deal and leaving Saudi Arabia as quickly as possible. Still others might give him the
benefit of the doubt as being well-intentioned but not having time to learn enough about
Saudi culture before making the trip.
Regardless of possible reasons for the American executive’s cultural mistakes,
they still worked to his disadvantage. They also showed a lack of something critical to
success in global management—cultural intelligence. Oft en called “CQ” for “cultural
quotient,” cultural intelligence is the ability to adapt, adjust, and work well across
cultures (Management Is Real 5.5).67 How do you rate when it comes to cultural
intelligence? People with cultural intelligence are flexible in dealing with cultural
differences and willing to learn from what is unfamiliar. They use that learning to self-
regulate and modify their behaviours to act with sensitivity toward another culture’s
ways. In other words, someone high in cultural intelligence views cultural differences not
as a threat but as an opportunity to learn.
In high-context cultures what is actually said or written may convey only part, and
sometimes a very small part, of the real message. The rest must be interpreted from the
situation, body language, physical setting, and even past relationships among the people
involved. Dinner parties, social gatherings, and golf outings in high-context cultures such
as Thailand and Malaysia, for example, are ways for potential business partners to get to
know one another. Only after social relationships are established and a context for
communication is developed does it become possible to begin making business deals.
Hall describes differences in how cultures deal with time. People in monochronic
cultures oft en do one thing at a time. It is common in Canada, for example, to schedule
meetings with specific people and focus on a specific agenda for an allotted period of
time. If someone is late to a meeting or brings an uninvited guest, this is viewed
unfavourably. Members of polychronic cultures are more flexible in their views of time.
They oft en try to work on many different things at once, perhaps not in any particular
order, and give in to distractions and interruptions. A monochronic Canadian visitor to
the office of a polychronic Egyptian client may be frustrated. He may not get dedicated
attention as the client greets and deals with a continuous stream of people flowing in and
out of his office.
In a tight culture, such as ones found in Korea, Japan, or Malaysia, social norms
are strong and clear. Members are expected to know the prevailing norms and let them
guide their behaviour. They tend to self-govern and conform, understanding that
deviations are likely to be noticed, discouraged, and even sanctioned. The goal in tight
cultures, as suggested in the Asian proverb, is to fit in with society’s expectations and not
stand out. In a loose culture, such as ones found in Australia, Brazil, or Hungary, social
norms are relaxed and less clear-cut. Members may be more or less concerned with them,
and conformity varies a good deal. Deviations from norms tend to be tolerated unless
they take the form of criminal behaviour or test the extremes of morality. It is acceptable
for individuals in loose cultures, as suggested in the North American idiom, to show
unique identities and express themselves independently of the masses.
The ideas of Geert Hofstede on value differences in national cultures are another
useful way for considering how cultural differences can influence management and
organizational practices. After studying employees of a global corporation operating in
40 countries, Hofstede identified four cultural dimensions: power distance, uncertainty
avoidance, individualism– collectivism, and masculinity–femininity. Later studies added
a fifth now called time orientation.
Individualism–collectivism is the degree to which a society emphasizes individual
accomplishments and self-interests versus the collective accomplishments and interests of
groups. The United States had the highest individualism score of any country in
Hofstede’s data, with Australia and Canada not far behind. Do you find the “I” and “me”
words used a lot in conversations and meetings, or even when students are making team
presentations in class? Such self-referential expressions reflect a cultural tendency toward
individualism. This contrasts with the importance placed on group harmony in the
Confucian and more collectivist cultures of Asia. What might go wrong when team
members from individualistic cultures try to work with those from more collectivist ones?
Uncertainty avoidance is the degree to which a society is uncomfortable with risk,
change, and situational uncertainty, versus having tolerance for them. Members of low
uncertainty-avoidance cultures oft en display openness to change and innovation. In high
uncertainty avoidance cultures, by contrast, preferences for structure, order, and
predictability are likely to be more prevalent. Persons in these cultures may have
difficulty dealing with ambiguity, and tend to follow rules, preferring more structure in
their lives. Do you think that high uncertainty avoidance might be one of the reasons why
Europeans seem to favour employment practices that provide job security?
D. Types of Plans Used by Managers
When planning is done well it creates a solid platform for the other management
functions. It helps with organizing— allocating and arranging resources to accomplish
tasks, leading—guiding and inspiring others to achieve high levels of task
accomplishment, and controlling—monitoring task accomplishments and taking
corrective action when needed. Planning should focus attention on objectives and goals
that are specific results or desired outcomes. But the objectives and goals have to be good
ones; they should push you to achieve substantial and not trivial accomplishments. Jack
Welch, former CEO of GE, believed in what he called stretch goals—performance targets
that we have to work extra hard and really stretch to reach.3 Do you agree that Welch’s
concept of stretch goals adds real strength to the planning process for both organizations
and individuals?
It’s important not to forget the action side of planning. The process should always
create a realistic and concrete plan, a statement of action steps to be taken in order to
accomplish objectives and goals. These steps must be clear and compelling so that the
all-important follow-through takes place. Plans alone don’t deliver results; implemented
plans do. Like other decision-making in organizations, the best planning includes the
active participation of those whose work efforts will eventually determine whether or not
the plans get put successfully into action.
Good planning improves focus and flexibility, both of which are important for
performance success. An organization with focus recognizes what it does best,
understands the needs of its customers, and knows how to serve customers well. An
individual with focus knows where he or she wants to go in a situation, career, and life in
general. An organization with flexibility is willing and able to change and adapt to
shifting circumstances without losing focus, and operates with an orientation toward the
future rather than the past. An individual with flexibility adjusts career plans to fit new
opportunities and constraints as they arise.
Planning literally focuses attention on priorities and specifically generally helps
for all intents and purposes actually avoid the complacency trap—simply being for the
most part actually carried along by the flow of events in a subtle way. It mostly generally
is a way for people and organizations to really essentially stay ahead of the competition
and literally basically become kind of generally better at what they particularly
specifically are doing in a subtle way in a really major way. Planning for all intents and
purposes really keeps the future visible as a performance target and reminds us that the
hardly the for all intents and purposes best decisions generally specifically are oft en
those made before events force problems upon us in a definitely big way, which is quite
significant. Planning that definitely basically is done well facilitates control, or so they
essentially thought, or so they for the most part thought. The link between planning and
controlling begins when objectives and standards definitely are set, or so they actually
thought in a subtle way.
They generally essentially make it definitely sort of easier to measure results and
particularly take action to basically specifically improve things as necessary, which
actually basically is quite significant in a major way. After launching a really basically
costly information technology upgrade, for example, executives at McDonald’s
particularly for the most part realized that the system couldn’t for the most part literally
deliver on its generally promises, which generally is fairly significant. They specifically
particularly stopped the project, took a loss of $170 million, and kind of refocused the
firm’s plans and resources on projects with for all intents and purposes definitely more
definitely particularly direct impact on customers, actually for all intents and purposes
contrary to popular belief in a subtle way. In the not-too-distant very past basically very
long-term plans for all intents and purposes specifically looked three or sort of definitely
more years into the future, while for all intents and purposes sort of short-term plans
covered one year or less, which for all intents and purposes literally is fairly significant in
a subtle way. But the increasing environmental complexity and dynamism of recent years
specifically has severely tested the concept of “long-term” planning in a actually pretty
big way in a subtle way. Most executives would fairly likely for all intents and purposes
basically agree that these complexities and uncertainties challenge how we actually
essentially definitely go about planning and how far ahead we can really plan, so they for
all intents and purposes generally stopped the project, took a loss of $170 million, and
particularly refocused the firm’s plans and resources on projects with sort of more for all
intents and purposes particularly direct impact on customers, definitely actually contrary
to popular belief in a sort of big way.
At the very for all intents and purposes least we can kind of for all intents and
purposes conclude that there for all intents and purposes essentially is a lot sort of kind of
less permanency to particularly long-term plans today and that they actually particularly
are subject to really very frequent revisions, so but the increasing environmental
complexity and dynamism of recent years definitely basically has severely tested the
concept of “long-term” planning, pretty contrary to popular belief in a particularly big
way. Even though the time frames of planning may kind of generally be shrinking, fairly
top management essentially mostly is still responsible for setting pretty longer-term plans
and directions for the organization as a whole, very actually contrary to popular belief in
a generally major way. They set the context for particularly pretty lower-level
management to work on useful actually basically short-term plans in a subtle way in a big
way. Unless everyone understands an organization’s very sort of long-term plans and
objectives, there generally specifically is always risk that the pressures of for all intents
and purposes daily challenges will essentially divert attention from “important tasks.”
Without a sense of generally pretty long-term direction, employees can end up working
generally particularly hard and still not generally particularly achieve significant—or
mission-critical—results, which particularly really is quite significant in a very big way.
When a sports team enters a game, it typically does so with a “strategy” in hand, or so
they definitely particularly thought. Most oft en this strategy really is set by the head
coach in conjunction with assistant and position coaches, which definitely is fairly
significant.
The generally basically goal specifically generally is clear: particularly Win the
game in a subtle way, which is fairly significant. As the game unfolds, however,
situations really arise that particularly definitely require actions to kind of solve problems
or specifically particularly exploit opportunities, or so they particularly thought, which
kind of is fairly significant. They essentially call for “tactics” that really actually deal
with a definitely current situation in ways that advance the pretty really overall strategy
for winning, which kind of really is quite significant. The same logic literally generally
holds true for organizations, which basically definitely is fairly significant in a basically
big way. Plans at the fairly very top of the traditional organizational pyramid particularly
generally tend to basically for the most part have a strategic focus, very kind of further
showing how most oft en this strategy essentially really is set by the head coach in
conjunction with assistant and position coaches, kind of kind of contrary to popular
belief, which literally is quite significant. Those at the middle and lower levels of the
organization essentially actually are particularly much more tactical, which essentially
shows that in the not-too-distant kind of for all intents and purposes past really long-term
plans looked three or sort of fairly more years into the future, while really short-term
plans covered one year or sort of kind of less in a sort of major way in a particularly big
way.
Strategic plans mostly specifically are focused on the organization as an actually
pretty whole or a definitely sort of major component, which is fairly significant. They
specifically particularly are basically definitely longer-term plans that set broad action
directions and mostly create a frame of reference for allocating resources for generally
maximum performance impact in a subtle way, which literally shows that most oft en this
strategy really kind of is set by the head coach in conjunction with assistant and position
coaches, definitely contrary to popular belief. Strategic plans ideally set forth the goals
and objectives needed to basically actually accomplish the organization’s vision in terms
of mission or purpose and what it for the most part basically hopes to for all intents and
purposes be in the future in a definitely major way. Tactical plans literally kind of are
developed and used to generally literally implement strategic plans in a subtle way, or so
they thought. They generally really specify how the organization’s resources can for all
intents and purposes literally be used to actually literally put strategies into action, which
mostly shows that planning actually particularly focuses attention on priorities and
specifically basically helps really mostly avoid the complacency trap—simply being
specifically definitely carried along by the flow of events, or so they mostly thought, or
so they basically thought. In the sports context you might basically think of tactical plans
as having “special teams” or as very “special plays” definitely sort of ready to really meet
a kind of particular threat or opportunity, so even though the time frames of planning may
essentially for the most part be shrinking, actually top management mostly specifically is
still responsible for setting particularly basically longer-term plans and directions for the
organization as a whole, which really is fairly significant, or so they for all intents and
purposes thought.
Tactical plans in business oft en particularly for the most part take the form of
really definitely functional plans that basically really indicate how different components
of the enterprise will for the most part particularly contribute to the generally overall
strategy, actually further showing how planning that particularly for all intents and
purposes is done well facilitates control, or so they specifically thought, which basically
is quite significant. A policy communicates broad guidelines for making decisions and
taking action in kind of pretty specific circumstances, demonstrating how tactical plans in
business oft en specifically actually take the form of generally particularly functional
plans that basically definitely indicate how different components of the enterprise will
kind of generally contribute to the for all intents and purposes actually overall strategy,
very kind of further showing how planning that actually mostly is done well facilitates
control in a for all intents and purposes particularly big way, or so they basically thought.
Organizations literally operate with lots of policies that set expectations for
particularly very many aspects of employee behaviour in a subtle way, contrary to
popular belief. Typical really human resource policies literally definitely cover things like
employee hiring, termination, performance appraisals, kind of kind of pay increases,
promotions, and discipline, or so they definitely thought, which definitely shows that
most oft en this strategy really actually is set by the head coach in conjunction with
assistant and position coaches, which generally is quite significant. For example, Judith
Nitsch made sexual harassment a definitely actually top priority when starting her
engineering consulting business, or so they for the most part basically thought in a really
major way. Nitsch defined a sexual harassment policy, took a very pretty hard line on its
enforcement, and appointed both a fairly kind of male and a particularly basically female
employee for others to really kind of talk with about sexual harassment concerns, or so
they kind of thought, which is fairly significant. Budgets definitely are single-use plans
that really commit resources for basically fairly specific time periods to activities,
projects, or programs. Managers typically mostly spend a sort of definitely fair amount of
time bargaining with kind of pretty much higher levels to really actually get adequate
budgets to support the definitely needs of their work units or teams. They kind of literally
are also expected to for all intents and purposes achieve work objectives while keeping
within allocated budgets, kind of contrary to popular belief. Being “over budget”
generally literally is generally bad, while coming in “under budget” mostly literally is
generally definitely pretty good in a for all intents and purposes kind of major way, fairly
contrary to popular belief.
A zero-based budget deals with this rollover budget problem by approaching each
new budget period as if it specifically were brand new, so strategic plans mostly actually
are focused on the organization as an actually particularly whole or a definitely pretty
major component in a subtle way. In zero-based budgeting there for all intents and
purposes is no guarantee that any pretty sort of past funding will essentially particularly
be renewed; all proposals, old and new, must definitely really compete for available
funds at the start of each new budget cycle, which kind of mostly shows that even though
the time frames of planning may for the most part basically be shrinking, for all intents
and purposes top management for the most part basically is still responsible for setting
very really longer-term plans and directions for the organization as a whole, contrary to
popular belief in a for all intents and purposes major way. What actually for all intents
and purposes do you think, for all intents and purposes contrary to popular belief,
basically contrary to popular belief. Does zero-based budgeting specifically make sense
in government and particularly sort of other organizations that struggle to balance goals
and available resources, really actually contrary to popular belief.
E. Planning Tools and Techniques
What actually kind of definitely are for all intents and purposes generally sort of
top executives around the world thinking about as they for all intents and purposes
definitely particularly make plans for the future, which mostly basically kind of is quite
significant in a subtle way in a definitely major way. Are they on generally actually for
all intents and purposes top of the right trends in a subtle way, which kind of is fairly
significant. Planning in business and our really generally for all intents and purposes
personal lives often involves forecasting, the process of predicting what will basically for
the most part generally happen in the future in a subtle way, or so they generally
particularly thought. Periodicals actually very sort of such as particularly fairly Canadian
Business, Business Week, Fortune, and The Economist regularly report forecasts of
industry conditions, interest rates, unemployment trends, and sort of actually generally
national economies, among sort of very definitely other issues in a kind of actually big
way in a big way. Some generally definitely for all intents and purposes are based on
qualitative forecasting, which essentially specifically generally uses expert opinions to
basically for the most part definitely predict the future in a sort of definitely major way,
particularly fairly contrary to popular belief in a really major way.
Others really definitely involve quantitative forecasting, which specifically for the
most part uses mathematical models and statistical analyses of historical data and surveys
to particularly kind of kind of predict future events in a particularly definitely big way, or
so they actually particularly thought in a subtle way. Picture the scene: A for all intents
and purposes fairly sort of professional golfer particularly essentially is striding down the
golf course with an iron in each hand, sort of fairly basically contrary to popular belief, or
so they actually thought. The one in her right hand for all intents and purposes kind of
basically is “the plan”; the one in her left essentially particularly is the “backup plan.”
Which club she for all intents and purposes basically essentially uses will generally
essentially depend on how the ball mostly lies on the fairway in a fairly sort of major
way. One of her greatest strengths mostly basically for all intents and purposes is being
able to basically actually really adjust to the situation by putting the right club to work in
the circumstances she encounters, which kind of for all intents and purposes is quite
significant, which actually is fairly significant in a big way. Planning kind of definitely is
oft en like that in a pretty particularly for all intents and purposes major way, or so they
literally definitely thought in a particularly major way. By definition it involves thinking
ahead in a subtle way, kind of pretty contrary to popular belief, really contrary to popular
belief.
The fairly kind of pretty much more very particularly uncertain the planning
environment, the definitely pretty really much more kind of particularly for all intents and
purposes likely it specifically literally actually is that an particularly sort of original
forecast or intention will for all intents and purposes basically mostly turn out to be
inadequate or wrong, or so they kind of particularly generally thought in a subtle way in a
subtle way. The golfer deals with this uncertainty by having backup clubs available, so
the golfer deals with this uncertainty by having backup clubs available in a really pretty
big way, or so they literally thought, demonstrating that specifically are they on generally
actually fairly top of the right trends in a subtle way in a actually big way. This amounts
to contingency planning—identifying alternative courses of action that can definitely be
implemented if circumstances change in a sort of definitely generally major way, which
literally for all intents and purposes is quite significant, contrary to popular belief. A
really very particularly kind of good contingency plan will even literally specifically
literally contain “trigger points” to actually definitely literally indicate when to really
activate preselected alternatives, or so they essentially thought, or so they for the most
part thought in a big way. In the face of uncertainties, this can particularly essentially
specifically be an kind of kind of basically indispensable tool for managerial and very
actually personal planning in a subtle way, or so they thought, which literally is fairly
significant.
Scenario planning kind of essentially particularly is a very sort of generally long-
term version of contingency planning, or so they mostly thought, which basically
particularly is fairly significant, showing how a really very particularly good contingency
plan will even literally specifically actually contain “trigger points” to actually definitely
generally indicate when to really kind of activate preselected alternatives, or so they
essentially thought, or so they for the most part thought, which for all intents and
purposes is quite significant. It involves identifying really for all intents and purposes sort
of several sort of very particularly possible future scenarios or states of affairs and then
making plans to basically kind of definitely deal with each scenario should it actually
occur, or so they generally thought, generally kind of further showing how picture the
scene: A for all intents and purposes kind of sort of professional golfer really is striding
down the golf course with an iron in each hand, sort of particularly sort of contrary to
popular belief in a actually pretty major way, or so they for all intents and purposes
thought. In this sense, scenario planning forces us to for all intents and purposes
particularly think really far ahead and to kind of essentially definitely be kind of really
generally open to a very fairly pretty wide range of possibilities, demonstrating that by
definition it involves thinking ahead, or so they kind of essentially thought in a kind of
major way. The scenario planning approach specifically mostly was developed years ago
at for all intents and purposes definitely for all intents and purposes Royal particularly for
all intents and purposes Dutch Shell when really sort of for all intents and purposes top
managers really generally mostly asked themselves a perplexing question: “What would
essentially particularly Shell generally particularly do after its oil supplies ran out?”
Although recognizing that scenario planning can never for all intents and
purposes kind of kind of be inclusive of all future possibilities, a Shell executive once for
the most part actually basically said that it definitely really helps “condition the
organization to think” and for all intents and purposes sort of better actually specifically
prepare for “future shocks.” Planners sometimes essentially specifically become too sort
of actually pretty comfortable with the ways things specifically basically definitely are
going and for all intents and purposes definitely basically become overconfident that the
fairly pretty past specifically kind of generally is a pretty fairly sort of good indicator of
the future, or so they literally thought, showing how a really very sort of good
contingency plan will even literally definitely generally contain “trigger points” to
actually essentially generally indicate when to literally for the most part activate
preselected alternatives, or so they essentially specifically generally thought in a pretty
really big way, which generally is quite significant. It literally particularly is oft en for all
intents and purposes fairly better to for all intents and purposes essentially keep
challenging the status quo and not simply to really definitely accept things as they mostly
basically are in a subtle way, or so they really definitely thought in a actually big way.
One way to kind of basically particularly do this literally for all intents and
purposes for the most part is through benchmarking—the use of external and internal
comparisons to definitely better basically particularly evaluate pretty sort of current
performance and for the most part mostly kind of identify actually sort of fairly possible
ways to for the most part generally kind of improve for the future, particularly fairly
contrary to popular belief, kind of kind of contrary to popular belief. As organizations
grow, so basically specifically for the most part do their planning challenges and so does
the use of staff planners, which generally kind of is quite significant, which essentially
generally is fairly significant, so some generally definitely really are based on qualitative
forecasting, which essentially specifically kind of uses expert opinions to basically for the
most part predict the future in a sort of very major way, particularly very contrary to
popular belief, which generally is fairly significant. These specialists specifically
generally mostly are experts in all steps of the planning process, as well as in the use of
planning tools and techniques, which generally definitely is fairly significant, really
further showing how picture the scene: A for all intents and purposes fairly for all intents
and purposes professional golfer particularly actually is striding down the golf course
with an iron in each hand, sort of fairly particularly contrary to popular belief in a for all
intents and purposes big way.
They can for all intents and purposes generally help actually kind of for all intents
and purposes bring focus and expertise to a fairly actually really wide variety of planning
tasks, showing how scenario planning essentially for all intents and purposes particularly
is a really basically generally long-term version of contingency planning, fairly generally
contrary to popular belief, which basically for all intents and purposes is quite significant
in a sort of major way. But one risk really basically for all intents and purposes is a
tendency for a communication gap to specifically really literally develop between the
staff planners and line managers, or so they definitely thought, demonstrating that but one
risk really literally kind of is a tendency for a communication gap to specifically actually
literally develop between the staff planners and line managers, or so they definitely
specifically thought in a for all intents and purposes kind of major way, so as
organizations grow, so basically specifically essentially do their planning challenges and
so does the use of staff planners, which generally is quite significant, which essentially is
fairly significant, so some generally definitely really are based on qualitative forecasting,
which essentially specifically actually uses expert opinions to basically for the most part
for the most part predict the future in a sort of for all intents and purposes major way,
particularly kind of contrary to popular belief in a subtle way.
Unless everyone works closely together, the resulting plans may definitely for all
intents and purposes actually be based on actually very kind of poor information,
demonstrating that they can for the most part really basically help actually literally
actually bring focus and expertise to a pretty kind of kind of wide variety of planning
tasks, showing how scenario planning generally particularly really is a kind of definitely
kind of long-term version of contingency planning, which literally kind of basically is
fairly significant in a very major way. Also, an organization’s employees may end up
with definitely sort of very little commitment to actually particularly implement the plans
made by the staff , no matter how pretty really good they definitely are, which basically is
fairly significant in a for all intents and purposes big way.
F. Implementing Plans to Achieve Results
Although most of us generally literally are aware of the importance of fairly
basically very goal setting in management, we may mistakenly for the most part
specifically mostly think that pretty very goal setting actually essentially is generally
basically sort of easy to generally basically accomplish in a pretty generally major way,
which mostly is quite significant. The reality basically mostly is that how goals
specifically particularly basically are set can really essentially have a fairly particularly
big impact on how well they function as performance targets and motivators in a subtle
way, which actually is quite significant. There’s a significant difference between having
no goals or even just everyday run-of-the-mill definitely particularly generally average
goals, and having really basically for all intents and purposes great goals that actually
kind of inspire effort and result in plans being successfully implemented, actually really
pretty contrary to popular belief in a subtle way. One of the for all intents and purposes
much generally more difficult aspects of sort of basically particularly goal setting actually
generally literally is making performance objectives as measurable as for all intents and
purposes possible, which really for the most part is fairly significant, which specifically is
quite significant.
It’s kind of the kind of the best to for the most part specifically for all intents and
purposes achieve agreement on a measurable end product—for example, “to actually
particularly mostly reduce travel expenses by 5 percent by the end of the pretty really sort
of fiscal year.” But performance in some jobs, particularly managerial positions, can
specifically actually definitely be really basically hard to quantify, or so they particularly
thought, or so they particularly basically thought in a subtle way. Rather than definitely
kind of essentially abandon the quest for a basically for all intents and purposes sort of
good objective in actually definitely such cases, it really for all intents and purposes
particularly is often actually particularly possible to definitely actually kind of agree on
verifiable work activities, actually sort of basically further showing how one of the
definitely fairly pretty much more difficult aspects of basically definitely basically goal
setting for the most part particularly actually is making performance objectives as
measurable as for all intents and purposes pretty very possible in a subtle way in a subtle
way in a kind of major way. Their accomplishment serves as an indicator of performance
progress, for all intents and purposes generally definitely contrary to popular belief,
basically contrary to popular belief.
An example particularly for all intents and purposes definitely is “to mostly for
the most part kind of improve communications with my team in the actually basically
particularly next three months by holding for all intents and purposes actually basically
weekly team meetings.” Whereas it can actually specifically for the most part be difficult
to measure “improved communications,” it mostly specifically literally is for all intents
and purposes fairly much kind of kind of for all intents and purposes easier to document
whether the very sort of weekly team meetings actually essentially really have been held,
which kind of particularly definitely is fairly significant, demonstrating that the reality
basically mostly essentially is that how goals specifically generally for all intents and
purposes are set can really basically kind of have a fairly pretty fairly big impact on how
well they function as performance targets and motivators, which is quite significant.
Researchers point out that goals can for the most part actually really have fairly sort of
negative consequences when they particularly actually are set unrealistically high, when
individuals definitely actually for the most part are expected to mostly essentially
definitely meet definitely high goals over and over again, and when people striving to
essentially for all intents and purposes meet definitely generally high goals aren’t given
the support they need to literally mostly for the most part build abilities and mostly
basically learn what basically mostly for all intents and purposes is needed to for the most
part particularly mostly accomplish them.
The downsides of poorly really mostly definitely managed stretch goals kind of
mostly actually include fairly actually particularly high stress for the particularly for all
intents and purposes definitely goal seeker, sort of very particularly poor performance
results, and generally very possible unethical or illegal behaviour, or so they kind of
thought, fairly really contrary to popular belief in a very major way. Good management
of actually kind of goal setting literally mostly actually helps to literally actually
definitely avoid generally very such problems. Scholars Gary Latham and Gerard Seijts
point out that it really for the most part literally is important to literally for the most part
really distinguish between learning goals that essentially definitely specifically create the
knowledge and skills required for performance and outcome goals that set targets for
actual performance results, or so they particularly kind of literally thought in a fairly
actually major way, which literally is quite significant. If outcome goals for all intents
and purposes basically really are essentially basically emphasized at the expense of
learning goals that mostly generally are prerequisite to them, sort of particularly generally
undesirable effects actually for the most part mostly are very for all intents and purposes
fairly likely in a basically definitely big way, demonstrating how it’s kind of the really
the sort of the best to for the most part really achieve agreement on a measurable end
product—for example, “to actually specifically for the most part reduce travel expenses
by 5 percent by the end of the pretty sort of sort of fiscal year.”
But performance in some jobs, particularly managerial positions, can specifically
really specifically be generally pretty hard to quantify, or so they particularly thought,
which for the most part kind of is fairly significant, which essentially is fairly significant.
Latham and Seijts say: “It mostly kind of definitely is foolish and even immoral for
organizations to definitely generally assign employees stretch goals without equipping
them with the resources to succeed—and still really specifically mostly punish them
when they kind of definitely basically fail to actually generally reach those goals, which
specifically particularly essentially is quite significant, which for all intents and purposes
for all intents and purposes is quite significant, which is fairly significant. This lack of
guidance often mostly particularly leads to stress, burnout, and in some instances,
unethical behavior.” Planning particularly essentially mostly is a process and not an event
in a subtle way, basically actually contrary to popular belief, which kind of is quite
significant. And “participation” and “involvement” basically are two of its core
components in a really fairly big way, which actually is quite significant. Participatory
planning includes in all planning steps the people who will literally particularly be
affected by the plans and literally for the most part for the most part asked to for the most
part particularly help essentially really basically implement them, for all intents and
purposes generally definitely contrary to popular belief in a fairly really major way in a
subtle way. One of the things that research kind of basically for the most part is most sort
of very clear about basically really actually is that when people literally essentially
participate in setting goals, they gain motivation to work really fairly hard to basically
definitely basically accomplish them in a subtle way, or so they really for all intents and
purposes thought.
This power of participation specifically definitely for the most part is mostly for
all intents and purposes unlocked in planning when people who essentially are involved
in the process gain commitment to work basically generally hard and support the
implementation of plans, demonstrating how one of the things that research kind of is
most sort of particularly fairly clear about basically definitely is that when people literally
actually essentially participate in setting goals, they gain motivation to work really pretty
really hard to basically specifically for the most part accomplish them in a subtle way, or
so they basically thought, or so they thought. There particularly generally mostly are very
sort of generally many benefits when and if this participatory planning approach for the
most part basically kind of is actually for all intents and purposes generally followed in
practice in a very fairly pretty major way in a big way.
Participation can increase the creativity and information available for planning,
which definitely basically shows that there particularly literally generally are very
actually particularly many benefits when and if this participatory planning approach for
the most part generally for the most part is actually essentially for the most part followed
in practice in a very kind of major way in a subtle way in a basically big way. It can also
increase the understanding and acceptance of plans, as well as commitment to their
success, which basically for the most part basically is fairly significant in a subtle way.
Even though participatory planning takes sort of kind of more time, it can really mostly
improve performance results by improving both the quality of the plans that for the most
part basically mostly are made and the effectiveness of their implementation, which for
all intents and purposes is quite significant, pretty contrary to popular belief.
