Chapter 6 Vision and the Direction of Change Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 2.pdf Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons. Now available with —the leading adaptive learning resource. connect.mheducation.com Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons. Now available with —the leading adaptive learning resource. connect.mheducation.com VisionHaving a vision is often linked to why successful organizational change is achievedConversely, lack of vision is frequently associated with organizational declineThe concept of vision is controversial because of the cynicism that can exists around bland or too gr.

1. Chapter 6
Vision and the Direction of Change
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
2.pdf
Providing the Skills to Successfully Manage Change
Managing Organizational Change: A Multiple Perspectives
Approach, 3e, by Palmer,
Dunford, and Buchanan, offers managers a multiple
perspectives approach to managing
change that recognizes the variety of ways to facilitate change
and reinforces the need
for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content,
while introducing new
and emerging trends, developments, themes, debates, and
practices.
Highlights of the third edition include:
• New coverage of contemporary topics throughout, such as
“depth of change”
(Chapters 1, 4, and 12), change in a recession (Chapter 3), the
built-to-change
organization (Chapter 4), and the impact of social media and the

2. communication
“escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does
It Take?” (Chapter
12), exploring competency frameworks, interpersonal
communication processes
and skills, issue-selling tactics, and the need for the change
manager to be
politically skilled.
• Improved visual appeal with more graphics and occasional
memorable cartoons.
Now available with
—the leading adaptive learning resource.
connect.mheducation.com
Providing the Skills to Successfully Manage Change
Managing Organizational Change: A Multiple Perspectives
Approach, 3e, by Palmer, Dunford,
and Buchanan, offers managers a multiple perspectives
approach to managing change that recognizes
the variety of ways to facilitate change and reinforces the need
for a tailored and creative approach to fit
different contexts.
The third edition offers timely updates to previous content,
while introducing new and emerging trends,
developments, themes, debates, and practices.
Highlights of the third edition include:
• New coverage of contemporary topics throughout, such as

3. “depth of change” (Chapters 1, 4, and 12),
change in a recession (Chapter 3), the built-to-change
organization (Chapter 4), and the impact of
social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does
It Take?” (Chapter 12), exploring
competency frameworks, interpersonal communication
processes and skills, issue-selling tactics,
and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional
memorable cartoons.
Now available with
—the leading adaptive learning resource.
connect.mheducation.com
VisionHaving a vision is often linked to why successful
organizational change is achievedConversely, lack of vision is
frequently associated with organizational declineThe concept of
vision is controversial because of the cynicism that can exists
around bland or too grandiose vision statementsVisions are
useful when they couple an engaging picture of the future with
sufficient detail to be meaningful to the ‘targets’ of the
visionOrganizational change is linked to the image one has of
managing change Vision is commonly thought of as a guide for
the organization in identifying the appropriateness of particular
changes that are proposed
Vision

4. Images of Managing Change
Characteristics of Effective Visions
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
Images of Managing Change
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change

5. 9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.ImagesLink Vision and
ChangeDirectorVision is something that is essential to
producing successful organizational change. It should be
articulated early on and it is up to leaders to do this.
NavigatorVision is important but not necessarily able to be
achieved because of competing visions that exist among various
organizational parties and stakeholders.CaretakerVision is in
many ways immaterial to the way change will proceed. Change
is rarely the outcome of visionary actionsCoachVision is
something that is important and is more likely to emerge
through the facilitation skills of the change leader interacting
with his or her followers, shaping their agendas and desired
futures.InterpreterVision is the ability to articulate the inner
voice of the organization, that which is lived, be it core
ideology or values, and that underpins the identity of the
organization. NurturerVision is emergent from the clash of
chaotic and unpredictable change forces. Visions are likely to
be temporary and always in the process of being rewritten.
Characteristics of Effective VisionsFocused yet flexible (Kotter,
2006)
Vision components (Boal & Hooijberg, 2001)
Cognitive - focuses on identifying outcomes and how they will
be achieved
Affective – focuses on appealing to values and beliefs to build
motivation and commitment
Four generic characteristics of vision (Nutt & Backoff, 1997):

6. Possibility - what can be achieved
Desirability - why what’s achievable is attractive
Actionability - how vision can be achieved
Articulation - powerful imagery about future
Three components of vision (Pendlebury et al, 1998):
why the change is needed
the aim of the change
the change actions that will be taken
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
Content of Meaningful VisionVision as stories
This allows a vivid description of the change to which people
can relate. Stories are more effective than simple vision
statements because people can imagine themselves and their
actions in the future.Relationship to mission and goals

7. Vision is often confused with other terms such as mission
statements, goals and values
Whereas vision usually paints a picture of the future and is
inspirational, mission statements are more purposive and
instrumental in outlining what needs to be done. Relationship of
Vision to Market Strategy:
It has been argued that having a well-specified market vision
such as this helps to identify how the company will grow and
compete.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
How Context Affects VisionThere are four organizational
contexts in terms of their ability to produce visionary change
that should be considered. These are:
Rigid organizations

8. Bold organizations
Overmanaged organizations
Liberated organizations A vision will “take” in an organization
depending on whether there is a contextual “trigger” that alerts
people to the need for a new vision. The national and cultural
context in which the organization is embedded is also
important.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
Processes by Which Vision EmergesApproaches to creating
vision include:
Crafting the vision: this can be either leader-dominated, pump-
priming or facilitated
Questions that help to develop a vision: this can be done
through an intuitive, analytic or benchmarking approach

9. Connecting the vision to the organization’s ‘inner voice’: this
connects the vision to the underlying values and beliefs that are
held within the organization.
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
Failure of Vision
Visions can fail for a number of reasons including when they
are (Pendlebury et al., 1998):
- too specific - too complex
- too vague - inadequate
- irrelevant - blurred
- unrealistic - a ‘rearview mirror’

10. Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision
How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
Copyright © 2017 McGraw-Hill Education. All rights reserved.
No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
Debates linking Vision and ChangeThere are three key debates
that link vision and change.
Does vision drive change or emerge during change?
Does vision help or hinder change?
Is vision an attribute of heroic leaders or of heroic
organizations?
Vision
Images of Managing Change
Characteristics of Effective Visions
Content of Meaningful Vision

11. How Context Affects Vision
Processes by which Vision Emerges
Failure of Vision
Debates linking Vision and Change
9-*
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No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
DEFINITION AND PURPOSES A salary survey is a statistical
description of what organizations pay for certain _____. “Jobs,”
“skills,” “experience,” “education,” or any combination of these
could fit in that blank. Surveys have three main purposes:
Identify a company’s market position and form a basis for a
salary increase budget. Create a salary structure or structures.
Develop targets for individual pay levels. Some desired features
of a salary survey include: Desired jobs, companies, and
locations. Good job descriptions and job matches. Large
amounts of data, screened data, and data integrity.
Confidentiality. Flexibility. Sound survey design. Easy data
submission. Useable and user-friendly results. Interpretation.
Timeliness. Availability of special analyses. Value received for
cost. Helpful and knowledgeable customer service.
Responsiveness. Continuous improvement. Because of the
importance of surveys, many companies use some surveys for
analysis—primary surveys—and other surveys for reality
checks—secondary surveys. Secondary surveys may not have
the right companies or locations, but they provide an important
perspective. Surveys can solicit and gather information via
telephone, mailed hard copy questionnaires, e-mailed or web-
based electronic questionnaires, and personal interviews. An
organization, a large third-party consulting firm, or a boutique

12. third-party consulting firm can conduct the survey.
BENCHMARK SURVEYS The remainder of this chapter
focuses on benchmark surveys (surveys that describe what
companies pay for certain jobs). Other types of surveys not
covered are skills surveys, which measure what companies pay
for certain skills, or maturity surveys, which measure what
companies pay for experience and education in certain work
areas. Which Jobs to Survey Several criteria act in concert when
deciding which jobs in your organization to survey. The jobs
that should be surveyed: Span levels in the organization. Span
functions. Span families. Have a large number of incumbents.
Are mission-critical. A sufficient number of jobs with a
sufficient number of incumbents should be surveyed to make a
compensation practitioner feel comfortable that he or she has
surveyed enough to achieve the survey’s purpose. Specific
numbers are decided on an individual basis, but some rough
guidelines are: Number of jobs matched—one-third to two-
thirds of jobs. Number of employees in matched jobs—one-half
to three-quarters of employees. Of course, the more jobs, the
better but time and budget constraints often are limiting.
Further, some jobs may be so unique that there is no similar job
match in any other organization. Remember: The quality of job
matches is more important than the quantity of jobs surveyed.
Survey Job Descriptions Job descriptions for surveys vary from
short paragraphs to a full page and often include an
organization chart or description of reporting relationships. Jobs
that tend to be standard among organizations often can be
described briefly, such as an assembler or a file clerk. New jobs
or jobs that are similar but have a high degree of variation tend
to be described more fully, such as a marketing development
manager. Regardless, the survey job descriptions should have
the main thrust of the job, along with the principal functions or
key responsibilities, and the job title should be descriptive.
When reporting relationships (e.g., reports to the president) or
scope (e.g., revenue of the company or number of direct and
indirect reports) are important in valuing the job, these factors

13. should be included. If certain qualifications or certifications are
required (e.g., master electrician’s license), these criteria
should be included. Use caution when describing education and
experience requirements. With education, rather than stating,
for example, that a college degree is required, instead state what
that degree represents, such as “the theoretical knowledge of the
field or discipline is required,” because someone may have
gained the needed knowledge through experience. This is the
“or equivalent” notion of formal education. With experience,
remember that when a description says, for example, “10 years
of experience,” it usually means experience with increasing
levels of responsibility. However, you may have an incumbent
with one year of experience 10 times over, who is not really
doing the level of work in the description. When years of
experience are part of benchmark survey job descriptions, it
unfortunately directs too much attention on that one factor and
not enough on the work described. Which Companies to Survey
Part of a company’s compensation philosophy should include a
designation of the external reference for compensation program
purposes. The reference usually describes other companies
defined as competition. Examples include local major employers
to compare office and clerical nonexempt jobs or local
manufacturers for assemblers. For professional and supervisory
jobs, companies often look to employers in their industry and
national employers of similar size or revenue in their industry
for upper management and executive jobs. Criteria to define a
company’s competition include companies that: Do the same
thing. Are the same size. Are in the same locations. Hire and
lose employees to one another. It is important to ask managers
who they think is relevant competition. Figure 9.2 offers some
discussion starting points. There may be a situation in which the
reference point is not actual competition, but a realistic and
stable basis for the compensation program. For example, there
is a company near Dallas that draws its employees locally, not
competing with the suburbs around Dallas for nonmanagerial
jobs. But those suburbs are the only source of survey data, so

14. they are used as a reference point for compensation program
purposes. The company decided that not having to commute to
the Dallas suburbs was worth about 10 percent, so its average
pay is 10 percent below the reference point. FIGURE 9.2
Determining the competition. Data to Be Gathered The type of
data needed flows from the survey’s purpose and an
organization’s pay strategy. Choices include: Base salary. Total
cash (base plus bonus/commission). Equity (stock). Benefits.
Typical statistics include: Averages (weighted, unweighted).
Percentiles (10th, 25th, 50th, 75th, 90th). Raw data (after
decoding to preserve confidentiality). Various summaries of
scope data. General information often includes: Current salary
increase budget. Policy information. Design information.
Compensation practitioners need to decide what they want to
seek, or they need to create a survey that satisfies individual
needs. More Than Just Salaries The typical salary survey has
more than base pay reported on benchmark positions. Because
companies manage compensation using a total rewards strategy,
there usually is trend information, including general questions
about merit budgets, salary structure movement, and benefits
provided. For example, the WorldatWork annual Salary Budget
Survey includes questions on trends in variable pay, types of
incentives, and other popular innovations in compensation.
Review the Survey Database Companies often neglect to review
their survey database to determine if it is providing adequate
coverage of jobs and sampling the right companies and
industries. By reviewing the coverage of jobs and looking for
alternative data sources, a company ensures it has
comprehensive intelligence of the labor landscape. Figure 9.3
illustrates a survey job matrix, which is a useful tool for
ensuring the right coverage. Some additional rules of thumb
include: Have at least two sources of surveys for key jobs. This
provides validation of one survey against another. Review the
makeup of the companies included to ensure the competition is
represented.