Labor in the Aggregate Production Function LEARNING OBJECTIVES

Vision can be killed, it can be shredded and an organization can commit vision suicide.

Therefore, as you engage in the visioning process, one should be alert to the following vision killers:

 Tradition

 Fear of ridicule

 Stereotypes of people, conditions, roles and governing councils

 Complacency of some stakeholders

 Fatigued leaders

 Short-term thinking

 "Naysayers"

SELF ASSESSMENT EXERCISE 1

Explain six barriers to vision formulation 3.6 IMPLEMENTING THE VISION

Now that you have a vision statement for your organization, it is not the end of the process.

Formulating the vision is only the first step; implementing the vision is much harder, but must follow if the vision is going to have any effect on the organization. The three critical tasks of the strategic leader are formulating the vision, communicating it, and implementing it. Before

implementing the vision, the leader needs to communicate the vision to all the organization's stakeholders, particularly those within the organization. The vision needs to be well articulated

so that it can be easily understood. And, if the vision is to inspire enthusiasm and encourage

commitment, it must be communicated to all the members of the organization.

How do you communicate a vision to a large and diverse organization? The key is to communicate the vision through multiple means. Some techniques used by organizations to communicate the vision include disseminating the vision in written form; preparing audiovisual

shows outlining and explaining the vision; and presenting an explanation of the vision in

speeches, interviews or press releases by the organization's leaders. An organization's leaders also may publicly "sign up" for the vision. You've got to "walk your talk." For the vision to have

credibility, leaders must not only say they believe in the vision; they must demonstrate that they do through their decisions and their actions.

Once you've communicated your vision, how do you go about implementing it? This is where strategic planning comes in. To describe the relationship between strategic visioning and strategic planning in very simple terms, visioning can be considered as establishing where you want the organization to be in the future; strategic planning determines how to get there from where you are now. Strategic planning links the present to the future, and shows how you intend to move toward your vision. One process of strategic planning is to first develop goals to help you achieve your vision, then, develop actions that will enable the organization to reach these goals.

4.0 CONCLUSION

An organization must and can develop a strategic plan that includes specific and measurable goals to implement a vision. A comprehensive plan will recognize where the organization is today, and cover all the areas where action is needed to move toward the vision. In addition to

being specific and measurable, actions should clearly state who is responsible for their completion. Actions should have milestones tied to them so progress toward the goals can be measured.

Implementing the vision does not stop with the formulation of a strategic plan - the organization that stops at this point is not much better off than one that stops when the vision is formulated.

Real implementation of a vision is in the execution of the strategic plan throughout the

organization, in the continual monitoring of progress toward the vision, and in the continual revision of the strategic plan as changes in the organization or its environment necessitate.

5.0 Summary

In this unit we have dealt with definition of vision statement, examined the properties of a good vision and discussed how to develop a Vision with the seven-step process for formulating a vision and how to implement the vision.

6.0 Tutor Marked Assignment

1. Give detail step-by-step approach to formulate an organizational vision.

2. Explain the properties of a good vision

7.0 References/Further Readings

Abrahams, J. (1995). The Mission Statement Book. Berkeley, California: Ten Speed Press.

Bailey, J. (1996). "Measuring Your Mission." Management Accounting (USA). 78 (6) 44-46.

[Online]. www.web1.infotrac.galegroup.com

Bart, C. (1998). "Mission Matters." The CPA Journal. v68 n8 p56-57. [Online].

www.web1.infotrac.galegroup.com

Drohan, W. (1999). "Writing a Mission Statement." Association Management. v51 p117.

[Online]. www.web1.infotrac.galegroup.com

Payne, T. (1996). "Mission/Purpose." Managers Handbook. v1 p6. [Online].

www.web1.infotrac.galegroup.com

Stone, R. (1996). "Mission Statements Revisited." SAM Advanced Management Journal. 61 (1).

31-37. [Online]. www.web1.infotrac.galegroup.com.

Module 3

Contents

UNIT 1 ORGANIZATIONAL CORE VALUES

1.0 Introduction 2.0 Objectives 3.0 Main Content

3.1 Organizational core values 3.2 Value at work

3.3 Importance of value at work 3.4 What values can look like

3.4.1 Team work 3.4.2 Honesty 3.4.3 Excellence 3.4.4 Commitment 3.4.5 Ownership 3.4.6 Recognition 3.4.7. Customer service 3.4.8 Profession

3.4.9 Personal development 4.0 Conclusion

5.0 Summary

6.0 References/Further Readings 7.0 Tutor Marked Assignment

1.0 Introduction

Every corporate organization has a unique manner of operations ranging from product packaging to customers‘ service relationship. All these help to define the organization and determine their

success. In this unit, we shall discuss organization core values which is one of the crucial strategy for achieving organization goal.

2.0 Objectives

At the end of this unit, you should be able to:

Organizational core values

Discuss the components of organizational core values.

3.0 Main Content