Faculty of Education - Theses
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ItemPlanning in the School of Mechanical Technology, TAFE sector, Royal Melbourne Institute of Technology( 1985)The purpose of this study was to examine the mutual relationship between the realities of corporate planning in the School of Mechanical Technology, TAFE Sector, Royal Melbourne Institute of Technology, and Austen's (1981) model for normative planning, and to then determine, within the context of normative planning, the actions which the School would need to take so as to enable it to anticipate and adapt to future conditions. Austen's (1981) model for normative planning and its application to corporate planning at the RMIT was reviewed. In recognizing that collaborative decision-making between the managerial and technical levels is the key to effective implementation of normative planning, the writer elaborated on the principles of collaborative management and, in turn, identified the kind of strategy and structure which would facilitate normative planning. According to Austen (1981), normative planning fosters the development of an organizational environment in which the desires of all members of the organization and its task environment are identified, individual ideals are transformed into organizational norms, and the technological function of the organization is subordinated to the learning function. Within this context, collaboration between the managerial and technical levels in the decision-making processes of the organization ensures that the creativity and ingenuity of individuals and their ability to input to planning are acknowledged, and that, as a consequence, the psycho-social benefits of planning are shared by all members. The deployment of a participative self-regenerative strategy was viewed as being an appropriate means by which normative planning could be implemented and the organization's capability for engaging in continuous problem-solving and self-regeneration could be enhanced. The structural form relevant to this strategy was identified as being one in which adaptive change can be nurtured by the establishment of a dual organizational process - namely, a planning system which is concerned with desired ends and means (i.e. strategic planning) and a resource-conversion system which is concerned with on-going ends and means (i.e. operational planning). A description of the dynamics of the School's evolving corporate-planning process was achieved by conducting a series of interviews with key people, who were involved with that process, and by accessing information from relevant documents in the School. A range of axioms for effective planning were identified. These provided the writer with a basis upon which to conduct a critical analysis of the School's corporate-planning process, to delineate the essential characteristics of that process, and to establish the relationship between those characteristics and the features of normative planning. In inter-relating the characteristics of Austen's (1981) model for normative planning with those of the School's evolving corporate-planning process, the writer concluded that the establishment of an operational-planning process in the School was distinguished with the significant features of Austen's (1981) model and that, as a consequence, the School was well positioned to proceed with the implemention of that other dimension of corporate planning - namely, strategic planning. More specifically, the writer found that the head-of-school had provided ample opportunity for senior staff to further their understanding of the theoretical and practical aspects of learning how to plan and how to manage the complexities of planning; participative decision-making was accepted as being the organizational norm upon which could be developed an organic approach to planning; the planning process was understood generally as being a collaborative venture in which the head-of-school, senior staff, and the teaching and non-teaching staff would continue to share their expertise and to work together in formulating, implementing and monitoring their plans; and it was accepted that as the School moved into strategic planning then greater attention would need to be given to expanding the School's environmental surveillance activities.