This study modified the Ramanujam and Venkatraman (1987) questionnaire that was used to develop their model of planning system dimensions and planning effectiveness, and tested the model on a sample of private social service agencies. The criterion measures were level of planning sophistication, agency size, perceived environmental uncertainty, and relative competitive position. The sample was randomly drawn from private social service agencies which were members of the Community Council of Greater Dallas. Telephone interviews with fifty executive directors were conducted by a trained, impartial interviewer. Stepwise discriminant analysis was used to predict group membership between informal and formal planners. Of the nine dimensions in the model, three dimensions correctly classified 84 percent of the sample. The three dimensions were fulfillment of planning objectives, use of decision making techniques, and lack of resistance to planning. The level of perceived environmental uncertainty was another criterion set. Directors who perceived high uncertainty paid more attention to the external environment, used more decision making techniques, and relied on functional specialists when planning. Large and small agencies were classified by their annual budgets. Stepwise discriminant analysis using the planning system dimensions failed to reject the null hypothesis. Agencies reporting strong relative competitive positions placed greater emphasis on seeking information for planning from external sources. These agencies also reported less resistance for planning within their organizations, fulfillment of more planning objectives, and a flexible planning system. The discriminant analysis correctly classifed 74 percent of the sample. Finally, the study provided some baseline information on the use of planning techniques by private social service agencies. Just over half of the sample reported having written strategic plans covering at least three years.

This thesis analyses Succession Planning and Management practices in international organizations, and specifically in UniCredit Group, with the goal of developing recommendations for improvement of UniCredit Group's existing practice. The theoretical part provides background knowledge about generics of succession planning and management, its evolution and connection with other Human Resource processes. It is followed by highlights of acclaimed best practices in mitigating risks in implementing succession planning and management systems. The latter acts as a beginning of the practical background of the thesis, as the empirical study aims at discovering strengths and weaknesses of the UniCredit Group in comparison with the theoretical models and the best practices presentation. Based on the latter, qualitative research has been conducted in cooperation with UniCredit Group's Central and Eastern Europe Sub-holding level HR Business Partners and Specialists. The hypothesis that UniCredit Group has a well-established succession planning and management system (up to the most possible comparison with theoretical models and best practices) has been confirmed. The analysis and synthesis of the results from both the theoretical and empirical part are the basis, on which recommendations have been developed.