Involving managers in system-improvement planning

The planning of an organization is conceptualized as two separate but complementary processes. One of these two, namely system-improvement planning—which is concerned with changing the nature of the ongoing activities of the organization with a view to improving them—is generally neglected or poorly performed. It is suggested here that the reason for this neglect is the prevailing organizational philosophy which inhibits system-improvement planning. An alternative philosophy would be required for its effective implementation. But initially structural changes to support the new philosophy would have to be introduced.