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Bryson. chapter 8 . establishing an effective organizational vision for the future

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Bryson. chapter 8 . establishing an effective organizational vision for the future

  1. 1. Bryson Chapter 8 Establishing an Effective Organizational Vision for the Future
  2. 2.  The purpose of step 8 in the strategic planning process is to develop a clear and succinct description of what the organization should look like as it successfully implements its strategies, achieves its potential and creates significant public value.  This description is the organization’s vision of success. Typically, this vision of success is more important as a guide to implementing strategy than it is to formulating it.  Mission vs Vision A mission outlines the organizational purpose, whereas a vision goes on to describe how the organization should look when it is working extremely well in relation to its environment and key stakeholders.
  3. 3.  Desired Outcomes 1. To provide suitable guidance and motivation, the vision should detail the following attributes of the organization: -Mission -Basic philosophy, core values, and cultural features -Goals, if they have been established - Basic strategies -Performance criteria ( such as key success success factors -Important decision making rules -Ethical standards expected of all employees - The vision statement should emphasize purposes, behavior, performance criteria, decision rules, and standards that serve the public rather than the organization and create value. The guidance offered should be specific and reasonable.
  4. 4. - The vision should clarify , be relatively action oriented and future oriented, reflect high ideals and challenging ambition and capture the organization’s uniqueness and distinctive competencies. The vision should also be relatively short and inspiring. 2. The vision statement should be widely circulated among organizational members and other key stakeholders after appropriate reviews and sign-offs. 3. The vision should be used to inform major and minor organizational decisions and actions.  Benefits 1. A fully developed vision of success provides a capsule theory of the organization: that is, its theory of what it should do and how it should do to achieve success by altering the world in some important way.
  5. 5.  Benefits, con’t 2. Organizational members are given specific, reasonable, and supportive guidance about what is expected of them and why. They see how they fit into the organization’s big picture 3. A vision of success makes it easier for people to discriminate between preferred and undesirable actions and outcomes and thus produce more of what is preferred. 4. If there is agreement on the vision and if clear guidance and decision rules can be derived from that vision, the organization will gain power and efficiency. Less time will be spent on debating what to do , how to do it, and why, and more time devoted to simply getting on with it. 5. A vision of success provides a way to claim or affirm the future in the present and thereby invent one’s own preferred future. 6. A clear, yet reasonable vision of success, creates a useful tension between is and ought, the world as it is and the world as we would like it to be. 7. A well articulated vision of success will help people implicitly recognize the barriers to realizing the vision.
  6. 6. 8. An inspiring vision of success can supply another source of motivation: clarification of a vocation tied to a calling. 9. A clear vision of success provides an effective substitute for leadership. People are able to lead and manage themselves when they are given clear guidance on the organization’s direction and behavioral expectations. More effective decision making can occur both at a distance from the center of the organization and from the top of the hierarchy. 10. An agreed-upon vision may contribute to a significant reduction in the level of organizational conflict. 11. A well thought out vision can help the organization stay attuned to the environment and develop its capacities to deal with the almost inevitable crises characteristic of organizational life. 12. To the extent that the vision of success is widely shared, it lends the organization an air of virtue. A vision of success provides important permission, justification, and legitimization to the actions and decisions that accord with the vision at the same time it establishes boundaries of permitted behavior.
  7. 7.  Process Guidelines 1. Remember that in most cases a vision of success is not necessary to improve organizational effectiveness. 2. In most cases, wait until the organization goes through one or two cycles of strategic planning before trying to develop a vision of success. 3. Include in the vision of success the desired outcomes listed in chapter 8. 4. Ensure that the vision of success grows out of past decisions and actions as much as possible.
  8. 8.  Process Guidelines, con’t 5. Remember that a vision of success should be inspirational. An inspirational vision: a. Focuses on a better future b. Encourages hopes, dreams, and noble ambition c. Builds on (or reinterprets) the organization’s history and culture to appeal to high ideals and common values d. Clarifies purpose and direction e. States positive outcomes f. Emphasizes the organization’s uniqueness and distinctive competence g. Emphasizes the strengths of a unified group h. Uses words, pictures, images and metaphors i. Communicates enthusiasm, kindles excitement, and fosters commitment and dedication. Think about Martin Luther King Jr.’s “ I Have a Dream” speech and you have a clear example of an inspirational vision of success, focused in this instance on the better future of an integrated society.
  9. 9.  Process Guidelines, con’t 6. Remember that an effective vision of success will embody the appropriate degree of tension to prompt effective organizational change. 7. Consider starting the construction of a vision of success by having strategic planning team members draft visions of success ( or at least relatively detailed outlines) individually. 8. Use a normative process to review the vision of success. ( Review sessions can be structured according to the agenda suggested for the review of the strategic plan, Chapter 7) 9. Be aware that consensus on the vision statement among key decision makers is highly desirable but may not be absolutely necessary. 10. Arrange for the vision of success to be widely disseminated and discussed.

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