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Corporate Planning

Posted on January 30, 2019 Updated on January 30, 2019

Read through the below post and provide any on of the following:

.Ask a probing question, substantiated with additional background information, evidence or research.

· Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.

· Offer and support an alternative perspective using readings from the classroom or from your own research.

· Validate an idea with your own experience and additional research.

. Posting should be at least 250 words and require some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source.

Organization planning

When we decide to design an organization, first of all we need to plan. Based on that develop the strategies. For the organization these three levels are considered to be important.

1. Corporate

2. Division

3. Functional.

Corporate Planning: To determine the long-time goals, the management and owners of the organization gives the review of their current strategy. while in the corporate planning, there exists direct communication with the stockholders. It deals with the whole organization including all the departments and divisions within that (Applegate, 1986).

Division Planning: While coming to division planning, we have to create useful products to give competition to other products. Corporate level, business division planning deals with only one business at a time. Giving competition to the other companies is a main part of the business planning. In the process of business planning, we want to determine the opportunities for growth to get profit.

Functional Planning: It mainly focuses with the marketing, production and human resources. For each department it keeps an expert in order to responsible for the company success. While compared with total objectives of corporate and divisional initiatives, the functional planning plays a vital role for each department. In this plan we have to campaign and promote our product to get popularity (Mintzberg, 2005).

Forecasting

Arranging the business to run in long term process and the estimation is not required for the natural requests. Later on, it will be the equivalent to the forecasting in the business. The last hierarchical reaction to vulnerability is to expand arranging and ecological forecasting. When nature is steady, the association can focus on current operational issues and everyday effectiveness (Galbraith, 1983).

Responsiveness

To identify the ability of the organization, Responsiveness is the main option. It can effectively adapt the simultaneous change in the industry with the preferences of their customers. To enable the responsiveness, it relies with the process of identifying, capturing, and transforming.

References

Applegate, L. M., Konsynski, B. R., & Nunamaker, J. F. (1986, December). A group decision support system for idea generation and issue analysis in organization planning. In Proceedings of the 1986 ACM conference on Computer-supported cooperative work (pp. 16-34). ACM.

Mintzberg, H., Ahlstrand, B., & Lampel, J. (2005). Strategy Safari: a guided tour through the wilds of strategic mangament. Simon and Schuster.

Galbraith, J. R. (1983). Strategy and organization planning. Human Resource Management, 22(1‐2), 63-77.

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