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Com In the 1960s and extending into the 1970s, the highly rational corporate planning approach was popular. This incorporated operational research ideas and highly systematised analysis of the influences on the organisation's operations. At the same time, writers such as Simon and Lindblom were challenging rational decision models as unrealistic because of the impossibility of carrying out the full analysis of relevant factors that such models demanded. However, the planning model was popular and corporate planning departments were common in large organisations.

Eva highlights that often the key to using such models lies in the flexibility of their application to different scenarios. It would be worth taking the time to study this article. com 1 The organisation in its environment All organisations are open systems: they exist within a complex environment and have a variety of interchanges with that environment, both receiving inputs from it and providing outputs to it. Organisations try to control the nature of their outputs, but very few of them can control more than a few of the inputs they receive.

India’s challenge to attract new investment China's growth as an economic power has been widely reported for many years. An article titled 'India's strongman' published in the Economist (2014) reported, GDP per citizen has risen from $300 to $6,750 over 30 years. By contrast, India, one of the so-called 'BRIC' economies expected to achieve exponential economic growth, has struggled to achieve the same level of global dominance in international trade. In the mid-1980s India's GDP per head was the same as China's, however today it is now less than a quarter.

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