The Nature of Planning

The Nature of Planning

Name:

Course:

Professor:

University:

Question 2

Most of the Ringbakk’s causes of planning failure is relates to the pitfalls. They include; inadequate inputs or raw materials that are used in the planning process. The failure of the management and the other teams to operate within or along the plan that was set hence leading to the failure. The extrapolation and projection of the finances are not perhaps in line with the planning project that was placed to be followed. Many companies or firms inability to concentrate on the main picture of the company but instead focusses on the little projects that do not help the company. The companies do not have the patience to implement the projects one after the other, and they tend to do the whole plan at once. Most of the management of the firms believes that the plans expected will be realized. A poor delegation of the duties of the people in the companies to help understand the plan set. Failure of the management to review the plans that have been set and perhaps injecting so much of the formality that can lead to the lack of flexibility. Lastly is the separation of the cooperate planning to the rest of the projects (Bryson, 2011).

Question 3 and 4

Most of the aspects can be avoided except the once like management having a strong belief that the plans projected will be realized. It is right to be optimistic on whatever plans you have for enable you and the rest to have the energy in achieving the plan since the optimism brings power (Dicke, 2010). The Ford Company used so much money in marketing and launching the projects and left other means of doing marketing like using various sales agents to reach the market hence making them enter into a financial crisis risk.

Question 5 and 6

The fateful decisions include the making of hasty decision without consulting the relevant authorities in the company and outside. The company should have involved the risk management personnel to do a survey and assist the company in engaging in a blind investment. Perhaps, I will gladly take the time to recommend the same strategy since there might have other things or reasons that might have led to the failure other than the one I initiated (Dicke,2010).

References

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (Vol. 1). John Wiley & Sons.

Dicke, T. (2010). The Edsel: Forty years as a symbol of failure. The Journal of Popular Culture, 43(3), 486-502.