2. Today’s agendaLeadership vision
Linking vision and action
Building organizational culture and values in alignment with vision
3. I. Leadership and Vision在多變不確定的環境中,為組織訂定願景是領導者的責任
許多經理人花許多時間(70-80%, Wah, 1999)在daily routine internal problems:
Complex, ambiguous information is hard to interprete.
Routine decision making is easier, where they can see instant results
Managers are accustomed to command-and-control management
4. What is vision?Vision:
ideal, ambitious future of the organization
everyone in the organization can believe in
one that can be realistically be achieved
offers a future that is better in important ways than what now exists
Examples:
Sony: the celebration of life
5. The functions of visionVision links the present to the future
Vision energize people and garners commitment
Vision gives meaning to work
Vision establishes a standard of excellence
6. Effective visionsBroad appeal: leader finds the common ground that binds personal dreams into a shared vision for the organization.
Deals with change
Encourages faith and hope
Reflects high ideals
Defines the destination and the journey
7. II. Linking Vision and ActionMission
Strategy
Implementation
8. A. MissionMission: what the company stands for
Core values
Core purpose
The reason for existence
9. B. StrategyStrategy: the set of decisions and plans used to allocate resource and direct actions for dealing with the environment and helping the organization attain its goals.
Competitive strategies
Cooperative strategies
10. C. ImplementationStrategy implementation: integrates knowledge of the environment, vision, and mission with the company’s core competence in such a way as to achieve synergy and create value for customer.
Strategy implementation tools:
Leadership
Organizational culture
Organizational structure
Motivation system
11. III. 組織文化的建立為甚麼需要了解組織文化
甚麼是組織文化
組織文化的層面
如何建立組織文化
組織文化的管理
22. 儀式的分類遷入儀式: e.g.美國軍隊
黜職儀式:e.g. Nixon, Jobs
褒揚儀式: e.g. Nobel price
革新儀式: e.g. Organizational development activities
衝突降低儀式: e.g.集體協商
融合儀式: e.g. Christmas party