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Статті в журналах з теми "Planning"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 8 червня 2024

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1

Barrett, Mary A., Luca Gottardi, and Ken Moores. "Planning in the Poncini Family Business." Wine Business Case Research Journal 1, no. 1 (April 16, 2016): 70–78. http://dx.doi.org/10.26813/wbcrj/2016.01.01/planning.

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2

David, Venice Mairya. "Venture Planning." Trends in Nursing Administration & Education 09, no. 02 (December 30, 2020): 7–10. http://dx.doi.org/10.24321/2348.2141.202003.

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Venture management is a business management discipline that focuses on being both innovative and challenging in the realm of introducing what could be a completely new product or entering a promising newly emerging market. The discipline is focused on the skills, practices and technology required to manage the rapid growth of new business in highly dynamic environments. These environments are often characterized by rapid technology change.

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3

Jain, Vikas, and Dr G. N. Purohit Dr. G. N. Purohit. "Corporate Planning." International Journal of Scientific Research 2, no. 1 (June 1, 2012): 118. http://dx.doi.org/10.15373/22778179/jan2013/41.

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4

Dr. J. K Sehgal, Dr J. K. Sehgal. "Vision and Planning." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 17–18. http://dx.doi.org/10.15373/2249555x/jun2012/7.

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5

Nelson, Daniel. "Beyond Defense Planning." Connections: The Quarterly Journal 01, no. 2 (2002): 101–11. http://dx.doi.org/10.11610/connections.01.2.08.

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6

Tulkinovna, Djumayeva Guli. "LANGUAGE PLANNING PROPOSAL." American Journal Of Social Sciences And Humanity Research 03, no. 03 (March 1, 2023): 71–77. http://dx.doi.org/10.37547/ajsshr/volume03issue03-16.

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Анотація:

This article indicates some issues in increasing students' аbility to communicаte effectively in English using the lаnguаge specific to their professionаl fields by the time they graduate from university and reach B2. Also, the article demonstrates methods of the teachers as well as he aim of the curriculum. In addition, recommendations are provided in order to support students to achieve their goals.

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7

Phillips, June K., and James W. Tollefson. "Planning Language, Planning Inequality." Modern Language Journal 77, no. 1 (1993): 98. http://dx.doi.org/10.2307/329573.

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8

Alexander, Ernest R. "“Planning” or e-Planning?" International Journal of E-Planning Research 3, no. 1 (January 2014): 1–15. http://dx.doi.org/10.4018/ijepr.2014010101.

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Planning theory is hardly relevant for E-Planning, because generic “planning” does not exist for practical purposes, except as distinct planning practices. E-Planning is such a practice, with implications for E-Planning theory, education and practice. Defining planning as “what planners do” makes planning a socially recognized practice; for such practices “planning” always has a qualifyer: urban-, environmental- or strategic planning. Meaningful discussion of planning demands contingent referents not abstract generalizations. Diverse planning practices are identifyable on several dimensions: sector, level or domain, and country. With various actors and blends of usable knowledge, planning practices contribute expertise to the co-construction of knowledge. The case for E-Planning follows the prototype of spatial planning, including tools: knowledge that E-planners contribute; practice: the E-Planner's role and social purpose; and context: E-planners' workplaces and their institutional environment. Evidence of institutionalization (including the IJEPR) confirms that E-Planning is a real planning practice, with E-Planning theory in development and awaiting integration.

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9

McKay, Sandra Lee, and James W. Tollefson. "Planning Language, Planning Inequality." TESOL Quarterly 26, no. 1 (1992): 147. http://dx.doi.org/10.2307/3587374.

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10

Baldauf, Richard B. "Language Planning: Corpus Planning." Annual Review of Applied Linguistics 10 (March 1989): 3–12. http://dx.doi.org/10.1017/s0267190500001173.

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Beginning with the framework established by Haugen (1983) as a basis for this review, corpus planning can be defined as those aspects of language planning which are primarily linguistic and hence internal to language. Some of these aspects related to language are: 1) orthographic innovation, including design, harmonization, change of script, and spelling reform; 2) pronunciation; 3) changes in language structure; 4) vocabulary expansion; 5) simplification of registers; 6) style, and 7) the preparation of language material (Bamgbose 1989). Jernudd (1988) provides a more detailed discussion of these linguistic aspects of language planning. Although the creation of these language related materials often requires intense linguistic activity, the focus of this review is not on linguistic description, but rather on historical and sociolinguistic studies which illuminate corpus planning processes. These processes can be divided into two categories: those related to the establishment of norms, and those related to the extension of the linguistic functions of language. In his revised model, Haugen labels the former category, Codification or standardization procedures, and the latter, Elaboration or the functional development of language. These categories form the two major sections for this review.

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11

Nayar, P. B. "Planning language, planning inequality." Journal of Pragmatics 20, no. 5 (November 1993): 505–10. http://dx.doi.org/10.1016/0378-2166(93)90042-n.

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12

Friend, John. "Planning concepts, planning contexts." Systems Practice 3, no. 2 (April 1990): 195–206. http://dx.doi.org/10.1007/bf01060882.

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13

Jurković, Željka, and Danijela Lovoković. "Corridor Planning–Sustainable Planning?" Sustainability 15, no. 21 (October 31, 2023): 15502. http://dx.doi.org/10.3390/su152115502.

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Climate change and accelerated development that threaten the survival of humankind require an urgent review of planning approaches to achieve sustainable development, including transport systems, since the quantity of motorised traffic and GHG emissions is increasing yearly. Urban planning of post-industrial cities, the digital age, climate change—all this requires that urban planning is not only the planning of settlements where residents will meet their functional needs, but also for cities to be leaders in the fight against climate change. The question arises as to which planning approach is the most suitable for planning sustainable cities in the 21st century. After a literature review and research of the authors, urban corridor planning is suggested as one of the possible planning strategies. When planning new or revitalising existing intra-city corridors within urban areas, to take into account their spatial, environmental, social and economic sustainability is necessary. After an analysis, indicators of urban corridor planning were extracted, and the article highlights the advantages and priorities. The contribution of the article is in determining the ten basic principles of urban corridor planning. It is concluded that implementation of urban corridor planning principles in the planning of intra-city corridors achieves the result of urban sustainability.

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14

Bishop, Peter. "London – Planning Integrated Communities." Astrágalo. Cultura de la Arquitectura y la Ciudad, no. 29 (2021): 247–58. http://dx.doi.org/10.12795/astragalo.2021.i29.13.

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The term ‘regeneration’ has become ubiquitous in urban planning and is often used loosely to describe many urban interventions, including those of a purely commercial nature that renew (and often destroy) urban fabric purely for private profit. There is nothing inherently wrong with development for profit, but regeneration should imply something subtler, complex and multi-faceted. If, as urban practitioners, we ignore the social dimension of urban change and fail to redress existing imbalances then we are complicit in perpetuating social inequalities. Urban regeneration should be driven by an agenda to improve social wellbeing. As practitioners we have a moral imperative to address inequalities and develop design strategies to remove barriers to social integration, real or perceived. On the surface, London appears to be a multi-cultural city without the political or stark socio-spatial divisions that are seen, for example, in the banlieues of Paris. There are wealthier and poorer neighbourhoods of course but, due to its history and post war planning policies, most neighbourhoods are socially mixed. The divisions in London, however, are subtler and fine grained. The city is open (and indeed there are few, if any areas that are too dangerous to enter) but perceived barriers exist – invisible lines that divide the city, isolate some of its inhabitants and inhibit social mobility. This paper will look at the conditions that create divisions in London and will examine strategies that can break down the physical and psychological barriers within cities. It will use the Kings Cross regeneration scheme as a central case study

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15

S, Robin, Saranya J, and Anudevi J. "Planning Aspects for Business." Journal of Advanced Research in Dynamical and Control Systems 11, no. 09-SPECIAL ISSUE (September 25, 2019): 74–80. http://dx.doi.org/10.5373/jardcs/v11/20192538.

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16

Grooms, Wes, and Emmanuel Frimpong Boamah. "Toward a Political Urban Planning: Learning from Growth Machine and Advocacy Planning to “Plannitize” Urban Politics." Planning Theory 17, no. 2 (February 9, 2017): 213–33. http://dx.doi.org/10.1177/1473095217690934.

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This article examines Advocacy Planning through the lens of political–economic urban governance theories—primarily Growth Machine. The first part of the article engages Advocacy Planning and Growth Machine in a conceptual dialogue to search for new insights into the causes of, and potential solutions to, planning’s hitherto inability to significantly mitigate urban social inequity and injustice. The analysis corroborates long-standing assertions of planning’s ineffectiveness in redressing inequitable urban planning outcomes as being resultant of the unequal—and dominant—power held by the governing growth coalition. The second part proffers three lessons that Growth Machine offers to Advocacy Planning, specifically, and urban planning, generally. These lessons constitute the axes of plannitizing urban politics by way of bridging planning’s long-standing power gap through an evolved normative planning education and praxis—a political urban planning.

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17

Furukawa, Masashi, Daisuke Kobayashi, Michiko Watanabe, Masahiro Kinoshita, Takashi Kawakami, Norihiko Takatori, Katsumi Hama, and Keitaro Naruse. "Vehicle Path Planning by Use of SOM(Autonomous Path Planning,Session: MP1-A)." Abstracts of the international conference on advanced mechatronics : toward evolutionary fusion of IT and mechatronics : ICAM 2004.4 (2004): 26. http://dx.doi.org/10.1299/jsmeicam.2004.4.26_2.

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18

Christenson, Chris, and Helen Bart. "INTERNATIONAL PLANNING AS LOCALIZED PLANNING." International Oil Spill Conference Proceedings 1997, no. 1 (April 1, 1997): 593–94. http://dx.doi.org/10.7901/2169-3358-1997-1-593.

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ABSTRACT The Canada-United States Joint Inland Pollution Contingency Plan was signed on July 25, 1994, by the minister of the Department of the Environment for Canada and the administrator of the United States Environmental Protection Agency. As stated in the letter of promulgation, the document provides for cooperative measures for dealing with accidental and unauthorized releases of pollutants that may cause damage to the environment and that may constitute a threat to the public health, property, or welfare along the shared inland boundary of the two nations. The plan divided the international boundary into five regional planning areas and mandated regional annexes that define the jurisdiction, roles, and response procedures of the regulatory and support agencies within each planning area. In our work on this project it is being made clear again and again that responders on both sides of our countries’ land border do not want to have their efforts hampered by what in an emergency could be arbitrary borders. We are committed to ensuring that the regulatory agencies in both countries are truly supportive of the on-scene responders, and that these annexes will only serve to enhance this support.

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19

Bloom, Michael J., and Mary K. Menefee. "Scenario Planning and Contingency Planning." Public Productivity & Management Review 17, no. 3 (1994): 223. http://dx.doi.org/10.2307/3380654.

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20

Latimer, Hugh. "Project Planning and Macro Planning." IDS Bulletin 10, no. 1 (May 22, 2009): 7–10. http://dx.doi.org/10.1111/j.1759-5436.1978.mp10001002.x.

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21

Gleye, Paul H. "City Planning versus Urban Planning." Journal of Planning Literature 30, no. 1 (October 15, 2014): 3–17. http://dx.doi.org/10.1177/0885412214554088.

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22

Linn, Mott. "Planning strategically and strategic planning." Bottom Line 21, no. 1 (May 30, 2008): 20–23. http://dx.doi.org/10.1108/08880450810875738.

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23

Loh, Carolyn G., and Richard K. Norton. "Planning Consultants and Local Planning." Journal of the American Planning Association 79, no. 2 (April 3, 2013): 138–47. http://dx.doi.org/10.1080/01944363.2013.883251.

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24

Rosensweig, Michael, and Rande Lazar. "Tax Planning Strategies: Estate Planning." Otolaryngology–Head and Neck Surgery 112, no. 5 (May 1995): P94—P95. http://dx.doi.org/10.1016/s0194-5998(05)80224-4.

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25

Foster, Diana G., M. Antonia Biggs, Lauren J. Ralph, Abigail Arons, and Claire D. Brindis. "Family Planning and Life Planning." Women's Health Issues 18, no. 5 (September 2008): 351–59. http://dx.doi.org/10.1016/j.whi.2008.02.009.

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26

Rowan-Robinson, Jeremy, and Roger Durman. "Planning policy and planning agreements." Land Use Policy 10, no. 3 (July 1993): 197–204. http://dx.doi.org/10.1016/0264-8377(93)90015-3.

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27

Heikkila, Eric J., and Mark Griffin. "Confucian Planning or Planning Confusion?" Journal of Planning Education and Research 14, no. 4 (July 1995): 269–79. http://dx.doi.org/10.1177/0739456x9501400404.

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28

Simmie, James. "Planning theory and planning practice." Cities 4, no. 4 (November 1987): 304–24. http://dx.doi.org/10.1016/0264-2751(87)90092-8.

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29

Campbell, Heather, and John Henneberry. "Planning obligations, the market orientation of planning and planning professionalism." Journal of Property Research 22, no. 1 (January 2005): 37–59. http://dx.doi.org/10.1080/09599910500411036.

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30

Pendleton, Stella. "Planning." Nursing Standard 6, no. 1 (September 25, 1991): 21. http://dx.doi.org/10.7748/ns.6.1.21.s43.

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31

Georgeff, M. P. "Planning." Annual Review of Computer Science 2, no. 1 (June 1987): 359–400. http://dx.doi.org/10.1146/annurev.cs.02.060187.002043.

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32

Spake, Ellen. "Planning." Pediatric Physical Therapy 6, no. 2 (1994): 77. http://dx.doi.org/10.1097/00001577-199400620-00005.

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33

Spake, Ellen. "Planning." Pediatric Physical Therapy 6, no. 2 (1994): 77. http://dx.doi.org/10.1097/00001577-199406020-00005.

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34

Clancy, Thomas R. "Planning." JONA: The Journal of Nursing Administration 37, no. 10 (October 2007): 436–39. http://dx.doi.org/10.1097/01.nna.0000285153.74151.aa.

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35

LEVENSTEIN, AARON. "Planning." Nursing Management (Springhouse) 16, no. 9 (September 1985): 54???55. http://dx.doi.org/10.1097/00006247-198509000-00010.

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36

Ehrman, Richard. "Planning." Public Money & Management 9, no. 2 (June 1989): 6–7. http://dx.doi.org/10.1080/09540968909387532.

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37

Yesawich, Peter C. "Planning." Cornell Hotel and Restaurant Administration Quarterly 28, no. 4 (February 1988): 71–81. http://dx.doi.org/10.1177/001088048802800419.

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38

Sartore, Richard L. "PLANNING." Journal of Employment Counseling 23, no. 1 (March 1986): 8. http://dx.doi.org/10.1002/j.2161-1920.1986.tb00186.x.

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39

Shah, Prachi, and Praveen Gautam. "Transformational Planning for Artificial Intelligence." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 2010–14. http://dx.doi.org/10.31142/ijtsrd11666.

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40

Peilu, Zhang. "Tax Planning in Fundraising Activities." International Journal of Trade, Economics and Finance 10, no. 2 (April 2019): 48–51. http://dx.doi.org/10.18178/ijtef.2019.10.2.636.

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41

Tandarić, Neven, Charles Watkins, and Christopher D. Ives. "Urban planning in socialist Croatia." Hrvatski geografski glasnik/Croatian Geographical Bulletin 81, no. 2 (December 19, 2019): 5–41. http://dx.doi.org/10.21861/hgg.2019.81.02.01.

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42

Lazareva, Olena. "PLANNING OF AGRICULTURAL LAND UTILIZATION." Public Policy and Ecnomic Development, no. 2 (2014): 108–15. http://dx.doi.org/10.14746/pped.2014.2.16.

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43

Baranidharan, Dr K., T. Ilakkiya, Dr V. Selva kumar, Dr T. Suganya, Dr N. Selva kumar, and S. Balamurgan. "Product Planning and Control Development." International Journal of Research Publication and Reviews 4, no. 3 (March 17, 2023): 1914–22. http://dx.doi.org/10.55248/gengpi.2023.4.32911.

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44

Haslum, P. "Narrative Planning: Compilations to Classical Planning." Journal of Artificial Intelligence Research 44 (June 30, 2012): 383–95. http://dx.doi.org/10.1613/jair.3602.

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A model of story generation recently proposed by Riedl and Young casts it as planning, with the additional condition that story characters behave intentionally. This means that characters have perceivable motivation for the actions they take. I show that this condition can be compiled away (in more ways than one) to produce a classical planning problem that can be solved by an off-the-shelf classical planner, more efficiently than by Riedl and Young's specialised planner.

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45

Velikikh, K. "STRATEGIC MARKETING PLANNING AND PLANNING ALGORITHM." Series: Economic science 5, no. 172 (October 17, 2022): 22–25. http://dx.doi.org/10.33042/2522-1809-2022-5-172-22-25.

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The article analyzes the importance of strategic marketing planning in the management of companies under the conditions of a competitive market. Strategic marketing planning, which is considered an important management tool, began to be used by companies as one of the main assistants in decision-making and achieving set goals. Marketing planning, which can be considered as a by-product of the business plan, makes an important contribution to the formation of the company's business, as it provides conditions for forecasting events and decision-making. This planning, if prepared according to the right methodology, allows you to see different options for business actions. The administrator builds a business plan based on the best options for actions and with the aim of increasing the attractiveness of the product. A strategic marketing plan can be defined as a document that will structure all the actions that the company will need to take to promote its brand and its solutions, reach the target audience and attract new sales opportunities. This plan contains all the strategies that should be adopted by the company and how it should be done. The purpose of planning can be defined as the development of administrative processes, methods and approaches that provide a viable situation for assessing the future consequences of current decisions in terms of business objectives, which will facilitate faster and more consistent decision-making in the future. Based on this, it can be stated that strategic planning can be considered as a management process aimed at developing the market, aligning the organization's goals and resources with opportunities. In the field of strategic marketing, the goal is to work on the company's business and products in an effort to direct them to increase sales and profitability. The tool that must be used to implement strategic marketing planning is an action plan, which can be defined as the division of each strategy, tasks and strategic goals of the organization into more detailed plans. The action plan allows the company to apply the proposed planning more effectively, because it breaks down the goals into tactical and operational plans, which allows each employee of the company to know his role in achieving the set goal. Based on the above, it can be argued that strategic marketing planning is a fundamental tool for achieving the organization's goals, especially in the light of profound changes in the nature of business and reforming business strategies, and strategic marketing planning is the basis on which the entire management system is based and is a key component market success of the enterprise. Keywords: strategy, strategic planning, plan, management.

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46

Metz, Philip D. "Integrating Technology Planning With Business Planning." Research-Technology Management 39, no. 3 (May 1996): 19–22. http://dx.doi.org/10.1080/08956308.1996.11671059.

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47

Gianakis, Jerry A., Michael A. Cusumano, Constantinos C. Markides, Per Jenster, David Hussey, Tiha von Ghyczy, Bolko von Oetinger, and Christopher Bassford. "Planning for Strategic Planning: What's Next?" Public Performance & Management Review 25, no. 4 (June 2002): 435. http://dx.doi.org/10.2307/3381138.

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48

Gianakis, Jerry A. "Planning for Strategic Planning: What’s Next?" Public Performance & Management Review 25, no. 4 (June 2002): 435–39. http://dx.doi.org/10.1080/15309576.2002.11643681.

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49

Allen, Chris, and John Smallwood. "Improving construction planning through 4D planning." Journal of Engineering, Design and Technology 6, no. 1 (March 28, 2008): 7–20. http://dx.doi.org/10.1108/17260530810863307.

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50

Campbell, Heather. "‘Planning ethics’and rediscovering theidea of planning." Planning Theory 11, no. 4 (April 17, 2012): 379–99. http://dx.doi.org/10.1177/1473095212442159.

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