vision from text - The various change management models...

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The various change management models outlined in Chapter 8 (see Table 8.1 ) provide a straightforward message to managers: You need to get the vision right if you want to have any chance of achieving successful organizational change. For Victor and Franckeiss, “It is imperative that change is aligned with a clear vision and business strategy and that subsequent activities and interventions are coordinated and consistent.” 1 Hinterhuber and Popp 2 maintain having a vision is behind any new, entrepreneurial activity or major corporate change program. Having a strategic vision is linked to competitive advantage, enhancing organizational performance, and achieving sustained organizational growth. 3 Clear visions enable boards to determine how well organizational leaders are performing and identify gaps between the vision and current practices. 4 They assist employees in gaining a sense of identification with the organization, which in turn motivates them to achieve personal and organizational objectives . 5 Organizations preparing for transformational change regularly undertake “revisioning” 6 exercises to help guide them into the future. The visioning process itself can enhance the self- esteem of the people who participate in it because they can see the potential fruits of their labors. 7 Conversely, a “lack of vision” is associated with organizational decline and failure. 8 As Beaver 9 argues, “Unless companies have clear vision about how they are going to be distinctly different and unique in adding and satisfying their customers, then they are likely to be the corporate failure statistics of tomorrow.” Lacking vision is used to explain why companies fail to build their core competencies despite having access to adequate technical resources to do so. 10 Business strategies that lack visionary content may fail to identify when change is needed. 11 Lack of an adequate process for translating shared vision into collective action is associated with the failure to produce transformational organizational change. 12 Vision appears to have come of age. Some writers see it as a “sacred concept” with visionary managers treated in the popular media as “gods.” 13 Given this situation, it is surprising that it is still a concept on which there are relatively few empirical studies and about which there is a lack of agreement concerning its definition, 14 or how to measure it. 15 Many prescriptive books and articles outline the “one best way” of getting a vision, but, as Raynor 16 writes, “no two read alike.” Other writers suggest that a preoccupation with vision has led to it being overworked and trivialized, 17 with many vision statements being “ either generic nonsense or bland gibberish.” 18 Reflecting such arguments, Levin points out that discussion on vision “has alternated between being construed as a faddish and trendy concept and being viewed as a fundamental attribute of effective leadership.” 19 This means that for some commentators,
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This note was uploaded on 10/17/2011 for the course HR587ON E taught by Professor Faggoine during the Fall '11 term at Keller Graduate School of Management.

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vision from text - The various change management models...

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