Abstract

This article describes the method of successfully dealing with authority relationships. The method adopted to solve the problem resulted in the linear organization chart. The methodology and functional arrangements described here have been the basis for coping with some of the new developments. The first step in untangling the planning relationships was to find out who was doing what in planning that related to the area of interest of the Product Planning Branch. A manual of job specification and function for all offices was most helpful and, when supplemented with personal discussions, revealed sufficiently the planning activities as they actually existed. The next step was to array planning duties with which the Product Planning Branch should be concerned, whether carried on by the Branch itself, in conjunction with others, or performed by others with the Product Planning Branch. The planning activities of the Product Planning Branch were divided into the following categories: first, developing data by means of which top management could clarify in specific terms objectives. Second, providing forecasts of environmental conditions needed for short and long range planning. Third, preparation of product plans, and fourth evaluating operations against plans and objectives.