Organisational Vision as a Product of Sil Construction - Coursework Example

Orgаnisаtiоnаl vision as а рrоduсt of sосiаl соnstruсtiоn Name Institution Introduction Organisational vision is the things or what an organizations aims at accomplishing or achieving in the future. It shows where an organization wants to go and it has to be associated with the behaviour of every person in the organization. It identifies the reason why an organization exists, the people served, and the direction of the organisation’s passion, the dream of the organization, its spirit, and the motivating gear towards achievement of the dream. When an organization handles the employees in a human manner, the employees are likely to improve their performance and accept introduced change, thus allowing the organization to achieve its vision. This paper seeks to show the usefulness of defining organizational vision as a product of social construction through narration or storytelling. Organisational vision is very important since it shows the direction of an organization, its effort, motivation and what it wishes to achieve in its future. It is widely noticed that, many organizations succeed because of setting effective organizational visions and in order to achieve an organizational vision, there has to be social construction whereby people around the organization behave responsibly. In many organisations where the employees, management team, and the other stakeholders interact freely, those organizations manage to achieve their visions. It is clear that, social construction enables many organizations to realise some transformation without much resistance to change from the employees. According to the argument put forth by Tuan (2011), when an organization allow the stakeholders to work in groups and perceive the reality of the organization the way they see, it, this allows the organization to achieve its future plans and goals, thus the organizational vision becoming a reality. Every time an organization treats its customers in a friendly manner, the respective organization tends to have a good relationship with those customers, thus performing well in its operations. Employees require being conducted well and in a friendly manner for them to be productive and to work towards achieving the goals, objectives, and vision of the organization. It is recommendable that, whenever an organization is trying to introduce some changes, it should involve the employees in order to have effective social construction and for the employees to support it towards implementing the change. It is necessary for the organizational leaders and the managers to make their leadership effective through showing concern to the employees and empowering them in order to realise the organization change (Rabaa'i, 2009). This is done through encouraging the employees and enhancing their self-growth by offering them with training and involving them in decision-making. Employees and other organization stakeholders require being respected by the organization because they are very important for the functionality and operation of the respective organization. Ultimately, the organizational leaders have to focus on achieving health collaboration between the social construction and the organizational vision whenever there is introduction of some change (Van Riel, Berens, & Dijkstra, 2009). It is perceptible that management of change in an organization is very demanding and requires the managers and other leaders to understand the attitude of the stakeholders towards the particular change. Every time an organization is going through a change process, it is necessary to apply effective leadership because organization leadership influences the performance and productivity of the employees. Therefore, whenever the employees develop some resistance towards some change, the leaders have to apply the skills of problem solving, as this would allow the employees to accept the change and work through it. Change agents are very crucial in enhancing acceptance of change in an organisation. This is because the agents ensure that the employees understand the change, get to know its importance and how it is likely to affect their existence in the organization (Van Dijk, & Van Dick, 2009). What is necessary is for the organizations to allow the change agents to interact with the employees and make it clear the need of having certain changes in the respective organization. It is evident that, through involvement of the change agents, the employees are not likely to resist the change because they will be involved in coming up with the final decision associated with the particular change. In addition, organisational vision can only be achieved when there is effective communication between the employees and the management team or the employer. This is where the employees are made to know what they are expected to do and they understand the policies and procedure followed in the organization (Alam, Abdullah, Ishak, & Zain, 2009). Ultimately, the employees are allowed to raise opinions associated with their duties especially when they have some problems with the work they do. It is apparent that, when the voice of employees is listened to, this motivates the employees to work hard, perform better, thus enabling the +organization to achieve its vision without manipulation or force. It is well for the organizational leaders to hold conversations with their subordinates regarding their duties and the performance, as well as operations of the organization. This is because employees play a major role in the performance of an organization and they understand a lot about what is required being done for the organization to achieve its dreams and the spirit through which the organization requires to operate in. The future of an organization is in most cases determined by the attitude of the stakeholders towards the organization. This is where the stakeholders requires understanding the reality and truth of things happening in an organization and the organisation showing high value to them for its existence and success. It is necessary for the stakeholders to understand the focus of the organization in order to be of some help to its future existence and success. It is clear from the argument of Xerri and Brunetto (2011) that, when an organization involves its stakeholders in its plans, the stakeholders plays some part is enabling its success. In addition, the rules set in an organization should show rationality of the organizational leadership and the reality that is found from the conversations held towards solving the problem of resistance to change. It is also necessary for organizations to avoid engagement of disruptive changes because they are likely to get high resistance from the employees. As the employees interact with each other, they enhance learning from each other because some of them have more experience compared to others. This is the same case with the situation where the employees interact freely with the customers, as they offer them good and enjoyable services, thus allowing the organization to retain its customers for a long period (Thomas, & Hardy, 2011). It is evident that, the organizational vision has to be accompanied with the reality of its operations because it has to focus to improvement of the activities it has been engaging in during its functionality. In addition, the language used by the management of an organization when communicating to its customers and the employees determines their satisfaction and trust to the operations of the organization, thus providing support to the organization to achieve its vision. As postulated by Chuang and Liao (2010), the organization vision, has to make efficient sense in order to enhance satisfaction of its stakeholders and to enable them have trust with the organization, thus improving its reputation. Furthermore, social construction has to be accompanied with the conventions fond within the organization and this is where an organization presents the reality of its concern to the stakeholders, such as the employees and the customers while undertaking its activities. It is clear that, people respond differently to the events conducted in an organization and they tend to take different actions associated with the respective events, thus affecting the performance of an organization. The behaviour of the employees in an organization influences its achievement of the goals and objectives in that people imagine different things associated with the organisation’s operations (Crawford, & Nahmias, 2010). It is perceptible that the people involved in the operation of an organization require focusing to the future of the respective organization; hence enhancing identification of the positive core of the respective organization for its development. In addition, the organisation’s culture requires appreciation of the work done by the people in the organization whereby it should establish free interaction among the employees themselves and the employees and the management team. It is clear that, organizations introduce changes when they wish to have success in their future operations by having increased productivity and satisfaction of the customers since customers are very important in the operations of an organization. It is necessary to provide support to the employees through providing occasional training and offering them with worth remuneration, as well as rewards from their good work. This is because doing so motivates them to work towards achievement of the organizational goals and their personal development as they continue working in the organization. Yi and Gong (2013) argue that, once employees fail to get motivation, they lack the morale to work hard whereby they work out of pressure, but not from their self-drive and this might lead to poor results of their activities on an organization. In addition to that, giving employees opportunity to participate in decision-making encourages them to enhance improvement of the organization and this leads to realization of success in the respective organization. Employees play a big role in the implementation of any change in an organization. This is because different organizational changes affect the employees in different ways and they require being comfortable with the changes in order to work effectively and to enable the organization achieve its goals. Organisations set their performance target occasionally and they depend on the people in order to realise the performance target. Consequently, organizations have to engage the employees in their requirements in order to have the target goals being realized and to enhance their continued operations. For a vision of change, an organization has to make it clear to its people what it intends to achieve and what it plans to do in order to achieve the intended changes. If the organizational vision is not well communicated to the involved people, there is likelihood of the employees resisting any introduced change associated with the achievement of the respective vision. Smith (2011) identify that, it is very important for the organization to allow free social interaction between the employees in order to make them feel appreciated and recognized in all activities and decisions made in the particular organization. When there is reality in the social construction, it is very hard for an organization to experience resistance to change. As widely realized, it is the public phenomenon for there to be some resistance when new things are introduced and people are engaged in their implementation. When people hold conversations, they tend to express their feelings and attitude towards something and this is the case in an organization whereby the employees and customers should be allowed to express their feelings and attitudes towards the organization, as this might be effective in realization of the organisation’s vision (Rabaa'i, 2009). It is widely noticed that, one-on-one relationship between the organizational management team and the employees or any other stakeholder makes the organization to realise ease when trying to initiate some changes and this leads to success in achievement of the organizational vision. It is not always the way people think, but it is necessary for an organization to enable people understand the reality associated with its plans and set goals. Conclusion Organisational vision has to be associated with the social construction concept whereby an organization ensures responsible behaviour of the involved people. In addition, realization of the dream of an organization has to be supported by the performance of the employees since employees are very important means of organizational success. Ultimately, when an organization recognizes the presence of the employees and respects the opinions of the customers, it becomes possible for the respective organization to achieve its vision. It is apparent that, when employees understand the need of organizational changes and its importance in the operation and success of an organization, this enhances realization of its goals. In general, once people develop positive attitude towards the organization, this enables the organization to achieve its organizational vision. References Alam, S. S., Abdullah, Z., Ishak, N. A., & Zain, Z. M. (2009). Assessing knowledge sharing behaviour among employees in SMEs: an empirical study. International Business Research, 2(2), P115. Chuang, C. H., & Liao, H. U. I. (2010). 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