Roles of Vision at Mentor Graphics

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

6. Once completing your analysis, what is the opportunity represented by addressing the problem? What is the cost of poor quality? What is the impact on customer satisfaction, retention, and loyalty? How could this help increase revenues? How could this help increase our capacity? How could this improve our ability to improve our process controls?

Vision Statement. Vision statements are used as a tool to encourage you to consciously reflect on who you are now, what transitions you will be

Strong leadership is needed during times of change. For the proposed change to be successful, a clear vision of the proposed change needs to be

To create a vision for the future means to have an idea of the type of person you’d like to be. This can assist you in your attempt to reinvent yourself. Along with having a view of the person you’d like to be, you also have to have a clear view of the person you are now. This goes along with the self-evaluation step which is necessary to know who you are as a person. This vision must be clear and precise to truly help you pursue your hopes and dreams.

For this reason, leaders are culpable for the perceptions of any potential alteration efforts. They should endorse the change as an occasion for employees to enhance their skills and offer guidance after implementation (Nelissen & van Sale, 2009). Not to mention if every meeting begins with communicating the vision of the company, it can advance ownership and pride that will lead to success.

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

a vision that is easy to understand and that can be visualized through the heads and hearts of individuals

1. Unfreeze - This was so interesting to read about. The “unfreeze” phase took a lot of courage especially since this was not a company in crisis. Although concerns were mentioned, nothing really stood out as a motivating factor to induce fundamental change. So - the consultant Bob Janson, helped to coagulate the feeling of guilt through finding the “Positive Dissatisfaction” within the organization at AAL. I was engrossed reading about the snapshot in time they created by performing structured interview through a diagonal cross section of the company. Through the interviews, the gap between where the company wanted to be and where it really was became clear. They used this as a tool to work on the employees and get them on board with the planned organizational transformation. Through the process of change at the corporate level, the inclination for restructuring at IPS grew. It was fully supported by the new management team. IPS had several concerns around which to formulate the reason for change. They set some broad parameters, which they then designed into a detailed plan. Communication became the most important thing at this point, which they struggled with for a while, due to the sheer size of the department in terms of head count. During this communication effort, the rationale for change, minor

My vision is to come out of my comfort zone and began to witness the love of God to other people, specifically younger women and their children. When it comes to mentoring, I am a person who is very laid back, and not much of a upfront type of person. In order words, I have not gotten to the point where I would just straight come out and talk to someone, but when the Holy Spirit leads me to talk to someone to talk to, I will. My mentor meets no strangers, and when I am with her, she encourages me talk to people, and gives me the wisdom on what to say, and how to say the right words. I know one day with the help of the Lord and the eagerness to mentor younger women the time will be just right. I will take the advice given to me and mentor women

Kotter’s step 2 of building a powerful coalition is often combined with step 3 of getting the vision right as organisations bring senior and middle managers as well as employees together with a shared vision for the organisation. Participation and involvement from all levels of the organisations in building a successful coalition not only acts as a motivation for employees to support the change effort by reducing resistance but also facilitate a creation of a good vision that will help to clarify the direction in which the organisation needs to move and the strategies in achieving these desired vision (Armenakis & Harris, 2009). Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organisation in the wrong direction or nowhere at all (Kotter, 2007).

The third error is leaders lacking a vision. A successful transformation according to Kotter requires “a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees.” A vision clarifies the direction of the company and helps to create motivation. The fourth error is then undercommunicating the vision by a factor of ten. In other words, Kotter suggests leaders must use every opportunity possible to communicate the new vision and strategies to the entire organization. This is followed by the fifth error of leaders not removing obstacles to the new vision. Organizations should allow members to make changes to their areas of involvement. People need to be empowered in order to be part of the process (Kotter).

          The Hexadecimal Company in recent years was forced to change their product market due to lower labor costs by companies in competition. With this change of product came rapid growth and systemic problems within the company. The President, John, Zoltan, decided to created an Organizational Development (OD) group to help address change and managerial style within the company. However, this OD group was not accepted well within the organization and many felt as though this group was a waste of time, energy and resources. Employees did not want to participate in the training although forced to attend.

* A sound vision and a visionary CEO can help organizations to sail cohesively through muddy waters. Especially in early or very difficult years of the organizations.