K. Andriotis Chapter Three: Tourism Planning -61 (original) (raw)
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Planning as an element of strategic management in tourism
Trendovi u poslovanju, 2018
Ako se pod menadžmentom razume proces stvaranja i održavanja potrebnih uslova pri kojima pojedinci, delujući u organizovanim grupama, ostvaruju predviđen cilj, onda su aktivnosti menadžmenta veoma raznovrsne. One obuhvataju različite načine ispoljavanja u procesu osnivanja, tekućeg poslovanja i dugoročnog (strateškog) razvoja poslovnih sistema u turizmu. Zato treba planirati. Pojam planiranja u turizmu jednako je kompleksan, kao i sam pojam turizma. Budući da je turistički kompleks višeslojna pojava, tako valja razumeti i planiranje u turizmu. Zato se odmah postavlja pitanje: šta zapravo treba planirati u turizmu, da li čitav fenomen kao takav, njegove delove (privredne i neprivredne), pojedine subjekte koji posredno ili neposredno sudeluju u turizmu, ili pak planirati turistička kretanja? Planiranje predstavlja jedan od potprocesa strategijskog menadžmenta, a rad daje osvrt na planiranje u turizmu, kao bitnom činiocu privrede, ukazujući na načine dugoročnog planiranja.
The Integration of Strategic Planning and Futures Studies: Theoretical Justification
2008
Thinking about the future enables us to anticipate change and its associated opportunities, which is vital for sound planning. One of the major limitations of the traditional long-range strategic planning model is that information about the changing external environment is usually not taken into account systematically or comprehensively. When this omission occurs because of an assumption that "the complexity for prediction external changes". Then, traditional long-range planning destines itself to surprise and failure. Our proposed framework integrates futures studies concepts and techniques with strategic planning holds the prospect that Decisionmakers(DM) can identify patterns based on a wealth of past experience that suggest an appropriate response and quantitative mathematical methods, which give more confidence for them.
A strategic planning: Could it be a Gospel
Conscious or Unconscious, we survive under the age of strategy or strategic planning. It is one of essential process for the public organization, and the kind of central reference for the leadership. For the followers, it is the kind of standard of conduct for reward and discipline, probably a soft norm from the hard nature of laws. It is a province for development and sustainability, as distinct from the latter, often a province of inertia for law- abiding and some career pursuing modern personality. For the general public, the strategic planning or its crystallization into the mission statement or vision plan allow to understand the public organization, and hence the kind of thread for public relations or general awareness of complex mosaic of world dynamism. In this context, the paper deals with the primary feature of strategic planning and its evolution with the intense speed of globalization. For the stimulation, the author begins with the part of communication exchanged with the peer scholars. Next the author proceeds with the nature of strategic planning, its benefits, limitations, and pitfalls. The author delivers a final message, which highlights a new fashion of strategic planning in response with the global environment.
The practice of foresight in long-term planning
Technological Forecasting and Social Change, 2015
Researchers and practitioners agree that foresight, that is, an ability to foresee how the future might unfold, is an important strategic capability and critical for effective long-term (LT) planning, however, few have systematically interrogated its practice. This research advances knowledge on the practice of foresight in long-term planning through a comparative analysis of planning approaches in two organisations linked through common ownership. Data generated from planning documentation and the foresight practice of strategy personnel in the two cases (transport and banking) provided support for a dynamic model of foresight integrated LT planning. The ongoing collection and synthesis of strong and weak signals, and their continual assimilation into scenarios depicting alternative futures was structurally supported by a community-of-practice. The community-of-practice widely engaged strategists located across organisational levels in conversations about emerging futures and about strategies through which to engage those futures. The findings encourage managers and researchers to view long-term planning as an ongoing interrogation of implemented and envisioned strategies within emerging, alternative futures. Such an approach stimulates strategic entrepreneurship and prepares the organisation for engaging in future environments.
Coulson-Thomas, Colin (2022), Foresight and Looking Ahead, Management Services, Vol. 66 No. 2, Summer, pp 19-24, 2022
In ambiguous, hazy, precarious and rapidly changing situations responsible management services professionals invariably wonder how resilient the productivity, quality, systems and other solutions they put in place will be and for how long they will still be appropriate or relevant and the advice they have given to clients and employers will remain valid. As events unfold, with hindsight it is often found that there were contingencies and precautions that could have been put in place and steps that could have been taken to reduce their negative impacts and better take advantage of any associated opportunities. Just as directors must not overlook or forget that the provision of strategic direction requires them to look ahead, when advising and supporting them practitioners need to be sensitive to signals and signs and prepared for a variety of eventualities while remaining balanced, positive and responsible. They should reflect on time horizons and their responsibilities and be ready to cope with uncertainties and the unexpected. They should think, question and challenge, including in respect of forecasting and the evaluation of scenarios. When considering the implications of future possibilities, direct and indirect impacts and consequences should be taken into account. Practitioners should avoid placing too much confidence in particular forecasting models and tools just because they are complex and a lot of effort and cost have been devoted to developing them. They should be professional and ready at each stage of a process from awareness, through understanding to commitment and action. Collective and collaborative responses may be required. Ideally, any approaches and business models used should be sufficiently fluid, organic and able to adapt and evolve to match whatever is determined or materialises. Forewarned is forearmed.
Strategic Planning: Predicting or Shaping the Future
Many organizations do strategic planning in order to prepare for the future. The real value of strategic planning is not primarily in the final plan, but more in the intellectual journey that the participants take in exploring the future. This often sensitizes them to future possibilities that they had not been aware of. It also helps them prepare to shape that future. Over the past 10 years, the author has facilitated strategic planning efforts in two large (4,000 to 20,000 people) organizations, three small (25 to 100 people) organizations, and started teaching strategic planning. This paper will draw on the experiences from all of these strategic planning efforts, while focusing on the approach that one non-profit R&D organization used to take this intellectual journey. The research methodology is based on a strategic planning approach that calls for development of a core purpose, values, Big Hairy Audacious Goal (BHAG), and envisioned future. For a particular organization, a key element of the envisioned future was to “make critical contributions to critical challenges”. Immediately this raised the question of how one measures this element. The author and a co-worker developed an approach that involved interviewing knowledgeable people inside and outside of the organization. They were asked to rate the organization’s technical work on a grid and explain the basis for their grading. The narrative that accompanied the grading was very rich in feedback to the organization. The difference between the internal and external evaluations in a few cases served to focus the leadership group on several key strategic questions