Why managers avoid planning: and what top management can do about it

Abstract

In many cases, there is no firm commitment to planning by the senior officers of an organization, because planning is regarded as an exercise that has little relevance to present reality—results are not seen for a considerable period of time. This attitude is often reflected by subordinates, for if top executives do not put their influence behind the planning process and create the environment to bring about order out of disorder at their own level, the tasks of lower level managers become more difficult and the planning activity ineffective. The climate usually ends up accentuating the painful aspects of planning and the average manager's chances of planning success are significantly diminished.

Citation

Chakraborty, S. and David, G.S. (1979), "Why managers avoid planning: and what top management can do about it", Planning Review, Vol. 7 No. 3, pp. 17-35. https://doi.org/10.1108/eb053878