Section Threeplanning process is complex and cumbersome, as is more likely
on a centralized basis, its value to managers is not as readily
apparent. Further, when planning is concentrated in a single
corporate planning unit, other management personnel may be
demotivated by their exclusion from the strategic planning
process. The weaknesses of centralized planning are even more
apparent in large companies having diverse operating divisions.
In these companies, decentralized human resource planning
seems much more appropriate.^14
Fortunately, the thrust of human resource planning has
changed. There is evidence of much greater line management
involvement in human resource planning and thus greater
strategic impact. Surveys of planning practices reveal that
greater emphasis is being placed on the use of simple fore-
casting techniques with line management involvement as
opposed to heavy reliance on centralized planning and
forecasting practices based on sophisticated quantitative
forecasting techniques.^15 Even with extensive line management
“ownership” of the process and recognition of its value,
extensive staff involvement is still required to facilitate the
process. Martin Greller and David Nee have pointed out the
requirement for balancing of responsibilities between line and
staff in the following two statements: “(1) The manager knows
what needs to be done and has control of the day-to-day
assignments that allow real development to occur. (2) Human