For change to be effective, the foundational vision of the leader must be effectively crafted. Vision essentially describes where an organization wants to be at a given point in the future. Though there are several aspects that the leader should consider when crafting the vision, one of the most significant aspects is the culture of the organisation. Whereas there is no universally accepted definition, the notion of culture basically denotes a set of values, beliefs, norms, principles, standards, and practices that are common to an organization (Flamholtz & Randle, 2011). An organisation's culture is often crucial for guiding its vision. It dictates important processes and elements such as management and leadership style, management-employee relationship, employee-employee relationships, as well as how an organisation relates with its key stakeholders such as customers, suppliers, shareholders, and the society (Simerson, 2011). Essentially, culture lays the foundation for product and service quality, commitment to innovation, customer service, employee management, social responsibility, and virtually every other organisational process.Considering organisational culture when crafting the vision increases the likelihood of achieving it (Simerson, 2011). For instance, it would be quite unrealistic for an organisation to aspire to be the best in the industry when it does not...
Equally, significant problems may be experienced if an organisation in an attempt to accelerate growth or enhance competitive advantage merges with an organisation with a significantly dissimilar culture. Organisations with a well-established culture often connect their vision with the underlying culture in order to succeed in the marketplace. At times, leaders are even compelled to adjust organizational values, beliefs, practices, and other elements of culture to ensure alignment between the organisation's culture and strategic vision (Flamholtz & Randle, 2011). Therefore, organisational culture is one of the most important aspects a leader should consider when crafting the vision of the organisation.
Longford is a small community of approximately 3,000 people situated 20 kilometres south of Launceston. Longford lies within the Northern Midlands local government area, and has a predominantly Anglo-Saxon community. Longford Medical Services (LMS) has an active patient population of 9,905 people residing in or around Longford and employs eleven General Practitioners (GPs). In the past, some GPs experienced difficulties managing clients with mental health issues. They frequently required longer
Leadership and Management Managing means responding to the needs of the organization; leadership means responding to the needs of subordinates (Plachy 2009:53). Although leadership and management may overlap, they are still two distinct functions of organizational behavior and must be recognized as such. Leaders provide vision and intrinsic motivation while managers are responsible for the technical oversight and details needed for meaningful change. To add to the confusion, leadership is often
Leadership vs. Management It has often been said that a manager is what one does, and a leader is who one is. The leading theorists who are studying management and leadership have a myriad of studies that support this contention of leadership being more inherently linked to who a person is (Fitzgerald, Schutte, 2010). From my experiences, this is certainly the case. The best managers are much like technicians who know
By providing 'Role clarity' formalization eliminates the confusion pertaining to 'who does what' in an organization. Formalization also results in 'specialization of tasks'. Formalization is a process by which organizations try to standardize employee behavior. Larger organizations are generally more formalized due to greater manageability. The downside of formalizing is well-known. If an organization wants to implement formalization it would be met with resistance. Managing employee resistance will be a
Leadership and Management The differences between Management and Leaders are often difficult to discern. People often possess both leadership and management traits, as many people in everyday circumstances use management skills, leadership skills, and a combination of both. However, there are subtle differences through which we can differentiate between management and leadership. At the same time, however, not all good managers are necessarily good leaders and not all good leaders are
In these kinds of situations, the health care professional is taking the middle ground to satisfy both parties (which will lead to a number of challenges). This is from both sides feeling that they have won and will want more down the road. The only difference is that they are more emboldened in their position. This is problematic, because it can make the underlying situation worse in the future.
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