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Sunday, May 17, 2020 | History

2 edition of Local authority financial planning in a turbulent environment. found in the catalog.

Local authority financial planning in a turbulent environment.

Arthur F. Midwinter

Local authority financial planning in a turbulent environment.

by Arthur F. Midwinter

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  • 39 Currently reading

Published by University of Strathclyde, Centre for the Study of Public Policy in Glasgow .
Written in English


Edition Notes

SeriesStudies in public policy -- 46
ContributionsUniversity of Strathclyde. Centre for the Study of Public Policy.
ID Numbers
Open LibraryOL13722094M

Abstract. Today’s turbulent business environment, characterised by rapid technological changes and increased globalisation, has swept away industry and market conditions that previously defined competitive conditions. Such an environment requires flexible strategic solutions that respond quickly to these rapid by: 1. Planning in turbulent environments. St. Lucia [Australia]: University of Queensland Press, © (OCoLC) Document Type: Book: All Authors / Contributors: John .

FPA Journal - Policy-Based Financial Planning Provides Touchstone in a Turbulent World there has been little or no subsequent development of the concept. It is the purpose of this article to suggest a framework for how one might go about formulating financial planning policies, a framework that . Strategic Management Journal Strat. Mgmt. J., – () Published online in Wiley InterScience (). DOI: /smj STRATEGIC PLANNING IN A TURBULENT ENVIRONMENT: EVIDENCE FROM THE OIL MAJORS ROBERT M. GRANT* McDonough School of Business, Georgetown University, Washington, DC, U.S.A. The long-running .

The business environment has evolved and this pushes us to rethink strategy, organizations and leadership. Many trends are corroborating this situation. Uncertainty have made difficult for many industries to have long-range forecasting and traditional strategic planning. If you cannot predict the outcomes of your choices how can you chart a course? Turbulence can come about as a result of both external and internal factors. Some are cases of force majeure, such as natural disasters, acts of war or terrorism, while others are more commonplace, such as activity in the international commodity or financial markets, or changes in the geopolitical landscape, for example.


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Local authority financial planning in a turbulent environment by Arthur F. Midwinter Download PDF EPUB FB2

Get this from a library. Local authority financial planning in a turbulent environment. [Arthur F Midwinter]. The Complete Guide to Estate & Financial Planning in Turbulent Times [Walt Dallas, Ronald E. Stutes, Andrew Sigerson] on *FREE* shipping on qualifying offers.

The Complete Guide to Estate & Financial Planning in Turbulent TimesFormat: Hardcover. Business Planning for Turbulent Times: tipping points and knock-on effects exemplified by the implosion of financial markets and economies around the globe. This book is for business and organizational leaders who want and need to think through how best to deal with increasing turbulence, and with the complexity and uncertainty that come /5(2).

This article describes how planning can be organized given a certain level of environmental turbulence. A planning audit is given to monitor the effectiveness of the planning process and it is used to describe which conditions must be satisfied to enable the process of strategic planning to be by: 1.

planning can be used for strategic planning in turbulent environments. Organizational scholars using social ecology concepts have been dealing with turbulence on a conceptual and a practical basis for nearly fifty years. They have learned that turbulence isFile Size: KB.

turbulence to strategy implementation and to validate strategic issue management as a comprehensive tool to manage strategy in a turbulent environment. The following specific objectives were set out to guide the study: To examine the effects of environmental.

It is an environment where the market stability is constantly threatened by new products, new technologies, and new competitors. (D’Aveni, ) It is an environment where coping with turbulence is the essence of survival (Hardy, ). It seems as this is an environment where no company can keep a lead position.

The comprehensive process of financial planning can be elucidated with the following steps Step 1: Asses Current Situation: The financial plan clarifies the customer’s present situation by collecting and assessing all relevant financial information, including net worth.

The effects of the global economic crisis are also still with us and have also contributed to a more financial constrained consumer. In order to survive and thrive in such a turbulent environment, organizations must have the capacity to learn that is equal to or greater that the rate of change in their relevant context (Reg Revan).Author: Samuel Njenga.

The financial year of South African municipalities runs from 1 July of each year to 30 June the following year. Municipalities must prepare budgets for each financial year. Council must approve these budgets before the new financial year begins, after proper planning and consultation with ward committees and other stakeholder groups in the area.

the financial decisions that the council takes. Legislation is clear that every councillor is responsible for the financial control and decision making at their council.

The Local Government Act (Sec ) states that “every local authority shall make arrangements for the proper administration of their financial affairs ” and theFile Size: 2MB. In‐depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the s.

The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to Cited by: Long Range Planning, Vol.?-1, No. 2, pp. 6- toPrinted in Great Britain /91 s + 67 Per;amon Press plc Managing Strategic Issues in a Turbulent Environment John C.

Carnillcis and Deepak K. Datta A major shortcoming of conventional Strategic Planning Systems (SPS) is their lack of sensitivity in coping with changing by: Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors Article in Strategic Management Journal 24(6) - June with 3, Reads How we measure 'reads'.

chapter 41 Financial planning and management Summary Introduction Getting the best from a government finance system Long-range financial planning Costing Setting prices for pharmaceutical sales and services provided Budgeting Budget detail • Budgeting methodFile Size: KB.

The world is increasingly turbulent and complex, awash with disruptions, tipping points and knock-on effects exemplified by the implosion of financial markets and economies around the globe. This book is for business and organizational leaders who want and need to think through how best to deal wi.

International Journal of Academic Research in Business and Social Sciences SeptemberVol. 4, No. 9 ISSN: Keywords: Turbulent environment, Agile human resource, Supply chain integration, Concurrent engineering, Agile.

27 Responding to Levels of Environmental Turbulence It has been claimed (Ansoff & McDonnell) that the degree of aggressiveness and responsiveness of an organisation should match the level of turbulence of the organisation’s environment The greater the level of turbulence, the stronger the forces are for change.

Relationship between Environmental Turbulance and Completeness of Strategic Market Plan Planning Completeness No Planning Intermediate Complete Total Stable 12 19 20 51 Environmental Turbulence Compound-Complex 6 8 20 34 Turbulent 5 13 46 63 Totals 23 40 86 Kendall's tau =significant at Hypothesis Testing In Table 2 Cited by: environment by exploiting co mpetences and resources.

In recent times, there are hardly any markets left that show such stable and predictable conditions. Digitalization, deregulation and globalization have changed whole industry structures.

The results are discontinuous, turbulent d evelopments with high uncertainty for planning. Environmental Turbulence Strategic Management. LEVEL 3: Changing Environment: Fast Incremental In this environment, customers’ demands are differentiated by different buying power and product preferences.

The key success factor shifts from production efficiency to marketing effectiveness. LEVEL 4:Discontinuous Environment - Predictable.the planning authority makes a declaration, there is a 4-week window in which to seek a review by An Bord Pleanála (in effect, an appeal). Alternatively, if the planning authority fails to make a decision within the set time period, the matter can be referred - also within 4 weeks - to the Board for a determination.

A planning authority itself.Managing In A Turbulent Environment. strategic decision-making are more appropriate for organizations that operate in highly uncertain and dynamic goal of each organization is to make the most profits possible.

To reach this objective they have to follow a strategy which will permit them to have several advantages on their competitors.