. Consider an organization with which you have been fairly closely
affiliated as an employee or a member, such as a business, church,
sorority, and the like. Describe the planning system of this
organization. Was it effective? If not, why? What might the managers
of the organization have done to ensure better planning?

I have been on a not-for-profit board for about 13 years.  Our
planning has been less than effective.  Here is an outline:
1. We first needed to realize that planning would be a benefit. 
Frequently, organizations get so wrapped up in the moment and the
status quo that they fail to see the big picture.
2. We finally saw the need, but defined that need by parameters set
forth by one of our major funding sources.  This failed miserably
since we were only vested in the process by the potential of sustained
funding, not the true mission of the organization.
3. Use the plan!  At least three times we had plans completed that
were essentially shelved.  The plan should be the most referenced
document on the executive's desk.  Every decision should be evaluated
based on how it fits with the plan.
4. Involve the EVERYONE.  From the first step through the entire
process, you need to include as many people as possible.  This will
allow the most people to be vested in the process and the end result. 
Effective plans are a product of the whole, not something formulated
by upper-management and implemented by staff.
5. Organizational plans should be dynamic.  What is right for an
organization today might not be right in 3, 6 or 12 months.  Regular
reviews and updates make for outstanding results.