Describe the attributes that make a vision meaningful to stakeholder.pdf

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Describe the attributes that make a vision meaningful to stakeholders. Discuss why a vision may need to change. Solution The very essence of leadership is that you have to have a vision. It’s good to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet. – Theodore Hesburgh. A vision provides direction and road map into the future, it describes the type of organisations that you want to become and how it’s unique, it creates purpose and identity. The following characteristics make a vision compelling and meaningful to it’s stakeholders: Future focused: An effective vision describes the organisation’s desired future, its provides a clear picture of what the organisation should look like in 5-10 years time. It sets the context for action. Directional- An effective vision provides direction as to where the organisation should be going. It should be specific enough to shape decision making and allow innovative strategies to help realise the vision. Clear: An effective vision provides guidance for decision-making and independent action. This requires the vision to be clearly articulated and easily understood. The vision must clarify focus, direction and constraints, to ensure that scarce resources are focused on the most strategic initiatives. Vision that is clear enables effective allocation of scare resources. Relevant- An effective vision is a good fit with the organisation’s history, current reality, culture and values. An effective vision connects what has happened in the past to the desired future this gives the vision credibility. Purpose-Driven: An effective vision provides a larger sense of purpose for the organisation and it’s people. That purpose must be more meaningful than getting bigger or beating the competition. Purpose is about why we exist and why anyone should care. Vision connects people to a meaningful purpose, allowing them to feel that they are part of something bigger than themselves. As Steve Jobs said, “We’re here to put a dent in the universe. Otherwise why else even be here?” Value based- an effective vision connects the people to an organization’s core values. Values are ideas and beliefs about what’s considered good or bad. Values of an organisation percolates in the behaviour and attitudes of the people. Challenging: An effective vision challenges us, it’s an invitation to greatness. A vision is a goal that should challenge us, stretch us and set a high standard for the organisation. Effective visions represent a future that is beyond what is possible today or what we think possible tomorrow. Unique: An effective vision reflects what’s unique about the organisation, it recognizes what makes it different. A vision is unique when it declares what makes the organisation stand out and why it matters. Vivid: An effective vision provides a vivid mental image of what the organisation will be like in the future. Well crafted visions describe the future in a way that is easy .

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represent a future that is beyond what is possible today or what we think possible tomorrow.
Unique: An effective vision reflects what’s unique about the organisation, it recognizes what
makes it different. A vision is unique when it declares what makes the organisation stand out and
why it matters.
Vivid: An effective vision provides a vivid mental image of what the organisation will be like in
the future. Well crafted visions describe the future in a way that is easy to imagine and to picture
in the mind’s eye.
Inspiring: An effective vision engages and inspires people to commit to a cause. Vision appeals
to the hearts and minds of people. Vision is inspiring when it captures the hearts of people.
Vision or mission statement describe the foundation of an organization or business. Unless the
business changes it’s focus completely, the vision statement will not need to be changed.
However, as the organisation evolves one might incorporate additional elements in the vision
statement. This may include building on one’s present goals or expanding one’s horizons.

1. Vision dictates mission which determines strategy and goals to achieve objectives through tactics and resources. 2. Vision is future-oriented while mission focuses on the present. Vision defines the ideal future while mission is the plan to get there. 3. Elements of a strategic vision include core values and beliefs, purpose as the guiding philosophy, and a mission and vivid description as the tangible image that inspires action toward the vision.

Vision shaping booklet by Rey Halili

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This document provides an overview of developing and implementing an organizational vision. It discusses defining an organization's mission, values, and vision statement. It also covers developing strategies and action plans to work towards the vision. Key points include: - A mission statement defines the organization's current purpose and activities, while the vision looks to the future. Values shape the organization's culture and priorities. - Strategic planning involves analyzing strengths, weaknesses, opportunities and threats, then developing strategies, structures, skills and systems to achieve the vision. - Effective vision casting includes sharing, incubating, verbalizing and implementing the vision carefully over time. Obstacles must also be considered.

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The document discusses the definition and purpose of a vision statement. It defines a vision as a realistic, credible, and attractive future for an organization. An effective vision statement attracts commitment, energizes employees, creates meaning in their work, and establishes a standard of excellence. It also bridges the present and future by focusing the organization on where it aims to be in the long run.

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The document discusses organizational vision, mission, and values. It defines a vision as looking to the future ideal state, a mission as the current purpose and goals, and values as the core ethics that guide behavior. Examples of visions include making people happy (Disney) and providing information access (Google). Missions should be memorable, unique, and realistic. Values statements list the principles an organization adheres to and form an ethical foundation. Together, vision, mission, and values provide direction and constrain actions to build a positive culture.

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The document discusses the VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans) planning process. It explains that VMOSA helps organizations set and achieve short-term goals while maintaining a long-term vision. It then discusses why organizations should use VMOSA, including that it allows building consensus around goals and addressing community needs. The document also covers when VMOSA should be used, what a vision and mission are, the importance of having goals and policies, and compares policies to procedures.

The document discusses visionary leadership and its relationship to emotional intelligence. It defines visionary leadership as the ability to create and articulate an attractive vision of the future that improves the present situation. It outlines advantages of visionary leadership such as inspiring people and empowering them. It then discusses principles of visionary leadership and different leadership styles related to emotional intelligence. Finally, it explores the relationship between emotional intelligence and visionary leadership, finding a moderate connection between visionary leadership and employee organizational citizenship behavior.

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Leaders today must be able to create a compelling vision for the organization. They also must be able to create an aligned strategy and then execute it. Visions have two parts, the envisioned future and the core values that support that vision of the future. The ability to create a compelling vision is the primary distinction between leadership and management. Leaders need to create a vision that will frame the decisions and behavior of the organization and keep it focused on the future while also delivering on the short-term goals. Respond to the following: Assess your current leaders. These leaders could be those at your current or previous organizations or your educational institutions. How effective are they at creating and communicating the organization vision? How effective are they at developing a strategy and communicating it throughout the organization? How effective are they at upholding the values of the organization? Support your positions with specific examples or by citing credible sources. .

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- The document discusses the differences between an organization's vision, mission, and strategy. - A vision is the organization's aspiration or ideal future state. A mission defines the organization's purpose and answers questions like what it does and for whom. Strategy outlines how resources will be allocated to accomplish the mission. - While not strictly necessary, developing a clear vision and mission can help provide employees with clarity around their roles, improve decision making, and motivate teams by allowing them to understand how their work contributes to larger goals.

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The document discusses the key characteristics and purpose of an effective vision statement for a business. A vision statement should paint a picture of where the company aims to be in the future, provide strategic guidance to managers, and inspire employees to work towards common goals. It should clearly describe how the company will position itself beyond its current state. Regular communication of the vision is important to gain widespread support across the organization and steer it towards strategic objectives that fulfill the vision.

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Vision%20 statement%20 %20an%20introduction

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1. A corporate vision statement describes an organization's desired future state and provides inspiration and direction. It conveys the company's core values, purpose, and long-term goals. 2. An effective vision statement motivates employees by painting a picture of a compelling and attainable future. It also provides guidance during strategic decision making and unifies stakeholders under a shared sense of purpose. 3. Key elements of a vision include core values that do not change over time, a core purpose for the company's existence, and ambitious long-term "visionary goals" that may take a decade or more to achieve.

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The document provides guidance on creating an effective vision board. It discusses what visionary leadership is and its key qualities, including being forward-thinking, plan-oriented, effective at communicating, optimistic, and creative. It then outlines a 9-step process for making a vision board, including doing a status check, setting goals and priorities, finding relevant images and words, creating a board structure, and assembling the board. The document emphasizes that vision boards can help clarify and achieve goals by keeping them top of mind visually.

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The document discusses vision and mission statements for organizations. It defines a vision statement as describing an organization's ideal future state or goals, while a mission statement describes the organization's purpose and intended actions. The document provides guidelines for crafting effective vision and mission statements, such as being inspiring, inclusive, and outcome-oriented. It also explains that developing shared vision and mission statements helps align an organization and motivate employees and stakeholders toward common objectives.

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The document discusses the process of developing an organizational vision from conceptualizing the vision, mission, and values to creating a strategic plan and structure. It provides definitions and explanations for key elements of the process including vision, mission, values, and strategies. Diagrams and models are presented to illustrate how the different components relate and how the process flows from developing the vision to implementing action plans.

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This document discusses strategic management, vision, mission, and why they are important for organizations. It defines strategic management as dealing with organizational renewal, growth, and developing strategies and systems to achieve this. A vision articulates an organization's future aspirations and inspires employees. A mission defines an organization's purpose and reason for existing. Good visions and missions should be inspiring, competitive, represent integrity, and motivate employees to help the organization achieve its goals.

RGH Turning vision to reality - Ms book on vision

Reynaldo Halili

The document provides an overview of the book "Shaping Vision to Reality" by Rey G. Halili. The book discusses how individuals can develop visions and turn them into concrete realities through various processes. It explores how passion and dreams can be shaped into visions, and how envisioning skills can be learned and improved. The book also presents case studies of organizations that successfully implemented strategic planning processes to achieve their shared visions.

Chapter 6 vision and the direction of changecopyright ©

ARIV4

The document discusses vision and its role in organizational change. It covers topics such as characteristics of effective visions, how context affects visions, processes by which visions emerge, reasons visions may fail, and debates around the relationship between visions and change. The key points are that vision is seen as important for successful change but its role is complex, as visions may be shaped by leaders or emerge from organizational contexts and processes, and there are open debates around whether vision drives or emerges from change.

JinElias52

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 ...

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Vision and Mission Difference in Agile

Advance Agility

Vision and mission statements are the marketing tools that help an organization grow by aiming at where they are heading, and answering what the organization's culture and values are. They are the most helpful in small-scale organizations but also benefit large and medium scaled organizations. Vision statements and mission statements are always placed together but are different from one another. They both are created for different purposes. We have previously seen how a vision statement helps in looking forwards to where an organization wants to reach whereas; a mission statement clarifies what an organization wants to do now.

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Ghazali Md. Noor

This document provides guidance on defining integrity at work. It discusses how organizational values help companies communicate their identity, hire the right people, inspire employees, and provide guidance for decisions. Values provide a source of guidance and alignment for targets and boundaries. When values are well expressed in a company's culture, they help hire the right people, help employees know if the company is a good fit, inspire staff, separate misaligned staff, provide guidance for daily decisions, and inspire customers. A values-driven company provides clarity for expectations, which helps accelerate goals. The document is intended to guide the reader in defining their organization's mission, vision, values and priorities.

Respond to…According to Northouse (2018), bass identified th.docx

wilfredoa1

Respond to… According to Northouse (2018), bass identified the following four transformational leadership factors: 1. Idealized Influence is the component of leadership where a leader leads in a way that inspires his or her followers to want to follow. Leaders that are able to lead with idealized influence lead in a way that creates trust with followers. Leaders foster trust by typically leading in a moral and ethical manner and are characterized by their followers as a person that does the right thing. In my career I have experienced many leaders that I respected and chose to follow due to their high morality and desire to do the right thing. However, one particular leader stands out. I currently work for a large scale medical provider and our Chief Medical Officer (CMO), is someone that leads with idealized influence, people want to follow him because he inspires us all to do the right thing and to administer medicine in a way that positions us all to deliver on our mission, which is delivering hello humankindness. Furthermore, our CMO teaches new providers, we are an academic medical provider, to deliver hello humankindness and reach people on a personal level; building rapport and establishing relationships that are built on trust, respect, and transparency for the greater good of humanity instead of for the good of making money. 2. Inspirational Motivation- According to Northouse (2018), "This factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization" (section 8.1, para. 25). Leaders that chose to create inspiration do so by creating a work enviornement that fosters the desire for his or her staff to want to complete the work in the prescribed manner because it is a way that is mutually beneficial to the organization, team and department. Leaders that creation inspirational motivation clearly communicate expectations and goals. 3. Intellectual Stimulation is leadership that creates a desire within followers to challenge the status quo by being innovative, thinking outside of the box, and by creating two way communication. Followers that experience intellectual stimulation are constantly thinking about different and more efficient ways to complete the work without being asked to do so. intellectual stimulation is present when staff is engaged and thinking critically. 4. Individualized Consideration is leading in way that seeks to listen to staff for the purposes of helping to continuously move forward, to evolve in their career and in their work. Leaders that exhibit individualized consideration do so by spending time with each person on their team to develop them, to coach them and to position them to achieve their goals; they do this in a unique and individualized way for each person. In my current role, I meet with each person on my team monthly for a one on one. During this time we talk about d.

Encyclopedia of Health Care Management Vision Contribu.docx

christinemaritza

Encyclopedia of Health Care Management Vision Contributors: Rebecca I. Porterfield Edited by: Michael J. Stahl Book Title: Encyclopedia of Health Care Management Chapter Title: "Vision" Pub. Date: 2004 Access Date: February 14, 2019 Publishing Company: SAGE Publications, Inc. City: Thousand Oaks Print ISBN: 9780761926740 Online ISBN: 9781412950602 DOI: http://dx.doi.org/10.4135/9781412950602.n837 Print page: 586 © 2004 SAGE Publications, Inc. All Rights Reserved. This PDF has been generated from SAGE Knowledge. Please note that the pagination of the online version will vary from the pagination of the print book. javascript:void(0); http://dx.doi.org/10.4135/9781412950602.n837 The vision for an organization is generally reflected in a statement of direction and future for the organization. The vision statement reflects organizational aspiration, whereas the organization's mission statement reflects the organization's purpose. The gap between the mission statement (what we are) and the vision statement (what do we aspire to be) provides the basis for the setting of goals and objectives to move the organization from the mission to its vision. The vision statement, in its best form, provides an energizing force around which the organization's executives, employees, stakeholders, and financial analysts rally. The statement typically is brief, consisting of one or two sentences. A well-conceived, effective vision statement will • Convey a broad sense of direction that unifies organizational direction • Aid in changing organizational direction and the rationale for redirection when internal resistance exists • Provide all levels within the organization a clear understanding of where the organization's future lies • Provide executives with an opportunity for a clear, consistent compass for resource justification and allocation • Rally and energize employees and stakeholders • Set an expectation of energy and action • Provide confidence in the organizational leaders to set direction When the organizational leader communicates the organization's vision, it sends a signal throughout the organization that change is happening. The vision may serve as a catalyst for new thinking and at the same time may ferret out internal resistance to change. The vision for the organization's future, by definition, will necessitate the rethinking of resource alignment to accomplish the vision. The vision statement is frequently considered the “drumbeat” of the organization. It is clear, consistent, reso- nant, and often repeated. The vision statement frequently is written as a logo or catchy phrase that captures the internal and external public. It is the “march” of the organization providing a cadence and direction for the organization's future purpose. The vision often sets a tone for organizational pride, thus stimulating ideas and a new work ethic. The drumbeat must be repeated often and reinforc.

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Describe the attributes that make a vision meaningful to stakeholder.pdf

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