Comparing The Roles Of Shared Vision, Values, And Actions

accomplish their mission and vision. The plan takes on a broad perspective of the organization and is

The results of this approach yield the ability to obtain higher goals than previously anticipated by tapping into and elevating the vision of each team member, so that they too realize a higher sense of purpose. The net effect is a more effective member and a more effective team with only the prospects of successes increasing. For example; recently I engaged a small company to create an assessment of their information technology environment. Within a very short time frame it was envisioned as to what the solution should be. This vision was articulated to the client and the response was overwhelmingly accepted and a plan put in place to proceed.

Each team member should be accountable for their actions in realising the shared vision and they should be encourage to speak up, if team members do not want to talk out in group discussions then tools such as suggestion boxes can support the team to share ideas, experiences and knowledge when evaluating the effectiveness of their main goal. Whereas often face to face conversations can clear any confusion that team members may have around the topic of shared vision. Speaking with the team members in meetings, supervisions and handovers means the vision can be discussed in detail rather than just by mentioning it once or twice in passing as different interpretations become an issue and could cause conflict between the team. When people have a miss understanding of the shared vision, the direction of the team can become unclear and team members lack motivation to complete tasks if they don’t recognise the impact of their efforts, this may mean that as a team the shared vision is reviewed so that goals and objectives are still relevant or altered if

A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow in preparing for the future, and molds organizational identity. A clearly articulated strategic vision communicates management’s aspirations to stakeholders and helps steer the energies of company personnel in a common direction. For instance, Henry Ford’s vision of a car in every garage had power because it captured the imagination of others, aided internal efforts to mobilize the Ford Motor Company’s resources, and served as a reference point for gauging the merits of the company’s strategic actions.

An organization without a clear vision only fails with organizational changes. Having a strategic vision is linked to competitive advantage, enhancing, organizational performance, and achieving sustained organizational growth (Palmer, Dunford, Akin, 2009, p.249). Mississippi Action for Progress

Columnist Kouzes and Posner stated, “As counterintuitive as it might seem, then, the best way to lead people into the future is to connect with them deeply in the present” (Kouzes and Posner, 2009, To Lead, Create a Shared Vision, para 7). A written vision statement is not valuable if the words lack vehemence. Shared vision implies that each member of the team or business is active and inventive. Actions become applicable when goals and objectives are clearly identified. Present activity will set the path for where the business is headed. The term shared means individuals are united.

Kotter and Ivancevich, Konopaske and Matteson advocate for the importance of developing a vision for change. On this note, it becomes futile if the organization has charismatic leaders and still do not have a vision. Ivancevich, Konopaske and Matteson (2008) postulate that vision is enshrined in the focused leaders and therefore plays an important role in effecting change because it helps in the alignment, direction as well as inspiring every useful action in the course of change. Similarly, Kotter notes that a clear achievable and specific vision offers the organization a focus in overcoming challenges during the whole process of change (Kotter, 1996). In light of this, a change process without vision is analogous to a vehicle without headlight. According to Ivancevich, Konopaske and

An organization vision describes shows the unavoidable future of the association, what the team tries to complete in the close or far off future. Furthermore, it is used to think of the mission explanation. The mission statement describes shows the group 's desire to do something, and a reason for doing something now, what the association remains for and what it hugs supports in its exercises. It groups together the vision clear speech flexibility to think of affecting lots of things in many ways for a long time mission explanation. In addition, it 's brief and straight to the point however it includes the products and services of an organization. According to Aflac, "It is to join forceful key advertising with quality items and groups of managers at aggressive costs to give the best protection respect to purchasers."

The vision statement reflects “where the company is headed in investing its future and why. It contains the expectations the organization strives to achieve” (Lussier, 2015). The visions will represent the future ideal scenario that a company.

A vision statement focuses on where a firms intends to be in the future ahead and what it intends to become. It is a written statement of its services and attributes that will continue to be provided to its customers and stakeholders. “It is also important to note that vision statements reflect a firm’s values and aspirations and are intended to capture the heart and mind of each employee and, hopefully, many of its other stakeholders” (Hitt, Ireland & Hoskisson, 2013, p. 18). Both the mission and the vision statement summarize the aspirations, objectives and company goals. This is important information for stakeholders in order for them to determine the amount

A “vision” of the project “unites professionals with different backgrounds and agendas to a common aspiration. It helps motivate members to subordinate their individual agendas and do what is best for the project” (Gray & Larson, 2006, p. 356). As Amber Briggs creates her team, a shared vision is an essential part of creating a great anniversary celebration. After all, if some members envision a picnic at the park while others envision a black-tie, sit-down dinner at the Ritz, the road back from either extreme will be long and troublesome. An effective vision must be challenging but realistic, and a source of inspiration to others. It must be a vision that the project manager is passionate about and can communicate to others.

In Addition, I develop a new of approaching problem and challenges. First look at the whole picture and develop a strategic vision of the project or task assigned. It will help to develop milestones for the rest of the project life for a better coordination and organization. And it is also important to develop a share vision with the team members in order to create a better collaborative environment.

1. What is vision in your work environment and how does one foster a shared vision in this kind of environment?

An effectively communicated vision is a valuable management tool for enlisting the commitment of company personnel to actions that get the company moving in the intended direction.

Vision is defined as the image that the organization aspire to became in the future. In order to develop a vision, it is important to ask how will the corporation look like “x” years from now if they accomplish their objectives? Thus, this vision will essentially set directions for the organization. There are some useful principles that makes a great vision such as, it should