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Answers of assignments MB0047 Q1. Professor A. Van Cauwenbergh of Antwerp University, in a paper presented at the Tenth Anniversary Conference of the European Institute for Advanced Studies in Management, presented four revisions to traditional Management Theory. In summary, the revisions are:

(1) The initiative for the renewal and adjustment of the activities of a firm should come from the different levels in the management hierarchy. “Strategy is not a privilege of top management”.
(2) Firms, especially big firms, are incoherent systems (goals of the different component systems are not simply subdivisions of an overall goal; there are individual, conflicting goals as well).
Some of these differences are manifestations of organizational initiative and vitality. Using information systems and central planning and rule-making to suppress all differences is destructive to organizations.
(3) The most vital “fluid” of an enterprise is the aggregate of its entrepreneurial values. The most fundamental and motivation and control come through these shared values relative to work, quality, efficiency, etc. Management often neglects these values and assumes that the collection and dissemination of information will provide sufficient motivation and control.
(4) Enterprises are open systems; their structure and operating processes are determined by their environment. This means organizations must be designed to continually adjust to the environment.

a. If these revisions are correct, how is planning to be organized?
b. How should the information system support the planning organization?


Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also
requires that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.

Management Information System, which includes HRIS [human resource informations] helps the organization in a number of ways.

·         as a resource for corporate strategic planning
·         provides information on economic trends for the corp. plan
·         provides information on industry trends for the corp. plan
·         provides base information for the corp. plan
·         provides base information for the corp. objectives
·         provides base information for the corp. strategy
·         provides the information for the corp. budgeting.
·         provides base information for the marketing plan
·         provides base information for the sales plan
·         provides base information for the distribution plan
·         provides base information for the supply chain plan
·         provides base information for the promotion plan
·         provides the information for monitoring plans
·         provides the information for monitoring projects.
·         provides the information for senior management strategic  decision making
·         provides the information for middle management operation decision making
provides the information for first line management supervisory decision making attribution


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