| Abstract: | This paper presents the writer's experience, over a period of 25 years, in analysing organizational systems and, in particular, concentrates on the overall forecasting activity. The paper first looks at the relationship between forecasting and decision taking–with emphasis on the fact that forecasting is a means to aid decision taking and not an end in itself. It states that there are many types of forecasting problems, each requiring different methods of treatment. The paper then discusses attitudes which are emerging about the relative advantages of different forecasting techniques. It suggests a model building process which requires‘experience’and‘craftsmanship’, extensive practical application, frequent interaction between theory and practice and a methodology that eventually leads to models that contain no detectable inadequacies. Furthermore, it argues that although models which forecast a time series from its past history have a very important role to play, for effective policy making it is necessary to augment the model by introducing policy variables, again in a systematic not an ‘ad hoc’ manner. Finally, the paper discusses how forecasting systems can be introduced into the management process in the first place and how they should be monitored and updated when found wanting. |
