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Example research essay topic: Creating A Statement Of Vision - 1,072 words

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... r time. As a manager plays favorites with employees, they unknowingly increase supervision on those they perceive as being weak. The weaker employee views this as a lack of trust and feels that his performance cannot live up to the expectations of the manager. Managers usually do not realize what they are doing and often believe they are helping by providing more supervision to the weaker employee. The employee often seeks comfort among co-workers who are more sympathetic, which in turn, tends to bring down the whole team.

The strength of teamwork is an important asset to a company pursuing a shared vision. Studies have shown that, "teams can often leverage individual talents into collective achievements" (Ulrich, 1998, 22). As opposed to focusing on the goals at hand, the team wastes valuable time and energy on internal problems. Visionary companies strive to avoid such problems by creating a comfortable working environment and being cautions of treating employees as equal as possible. Those employees who do not fit in the tight-knit culture and work environment usually end up quitting on their own terms. Alignment of intellectual capital through the practice of employee participation creates commitment.

By involving employees in creating a shared vision through goal setting, motivation is increased because employees feel that they have value and their ideas are wanted. When employees participate, they create an environment in which they want to work. Through participation, employees assume a greater role of goal acceptance because the goal is perceived to be personal in relation to the task performed. Robert W. Rent confirmed that, "Employees who were allowed participation in setting performance goals reported greater acceptance of their goals than did employees who were only permitted minimal participation in the goal setting process.

Furthermore, employees who reported greater acceptance of their performance goals outperformed their counterparts who experienced lower goal acceptance" (1998, 122) Alignment of intellectual capital through various motivational incentives such as training programs, and pay programs, help visionary companies maintain employee commitment. Many visionary companies are aligning employees through motivation by offering training programs and educational assistance, which also challenges job boredom and frustration. "The more things people know how to do, the more things they will be motivated to do" (Wolfson, 1998, 5). Acting as an incentive to create motivation, training programs can be as detailed as offering computer training courses, or as broad as paying for college education towards a specific degree. These types of programs allow the employee to feel like an important asset to the company, and will in turn benefit the company by having a more skilled workforce. Some companies value training so much that they make it mandatory in order to receive a full years salary. At Saturn Corporation for example, "Everyone from the president on down receives 92 hours of training a year, the company withholds 12 percent of each employee's pay, which is earned back by meeting training requirements" (Dutton, 1998).

Another incentive used to create a shared vision by increasing employee commitment is through pay programs. Many companies have adopted a pay-for-performance environment, which bases merit increases on how employees achieve their planned goals. By creating such a system of appraisal, the integration of company and personal goals provide a desired objective. People feel good about themselves and their employer when they do things that stretch their abilities and when they get recognition for those achievements. Employees, who perceive salary increases as arbitrary awards, do not believe that their personal involvement in the company's goals will result in any personal benefit. On the other hand, they can be highly motivated if their salaries are related to carefully judged and documented job performance.

A modern approach to motivate employees using the merit pay system, awards higher percentage increases to employees in lower salary ranges. Lower percentage increases are then given to employees in higher salary ranges, along with the possibility for a cash bonus for high goal achievers. "The strategy behind this method is to enable the company to meet its business goals and be successful" (Sunoo, 1996). Many employees become frustrated in their belief that no matter how hard they work toward accomplishing their goals, they will always receive the standard percentage of merit increase, with little variance from year to year. The cash bonus award based strictly on goal accomplishment creates motivation for such employees and therefore encourages participation. Employee stock ownership programs, are also very effective motivators, which share the wealth while sharing the vision. Because not every good manager has the power and influence to change an organization's mission statement, they may look at creating a statement of vision within their own department.

The principles will work the same, only on a smaller scale. It is important to realize that while visionary companies may be able to secure and maintain values and purpose, there is not one set method of stimulating progress. A BHAG is only one dynamic example of how companies arrive at their long tem goals. Companies are constantly developing their own methods that may prove just as unique and effective. In seeking support through the alignment of intellectual capital, companies must also discover any other mis-alignments that may be present and attempt to organize them. Creating culture, participation, and motivation of employees is by far the most difficult and most important task when creating a statement of vision.

With the support of the company's most important asset, the vision will be shared, and the company will ultimately achieve breakthrough objectives. Bibliography: References and Bibliography Collins, James C. and Porras, Jerry I. Built To Last: Successful Habits of Visionary Companies. New York, 1994. Collins, James C.

and Porras, Jerry I. "Building Your Company's Vision. " Harvard Business Review. Sept. -Oct. 1996. Daft, Richard. Management. Texas, 1997. Dutton, Gail. "The Re-Enchantment of Work. " Management Review.

Feb. 1998. Gordon, Judy R. , et al. Management and Organizational Behavior. Massachusetts, 1990. Manzoni, Jean-Francois and Barsoux, Jean-Louis. "The Set-Up-to-Fail Syndrome. " Harvard Business Review.

Mar. -Apr. 1998. Microsoft Corporation. http// web motivates us. htm. 1998. Rent, Robert W. "Participation's Effort on Task Performance: Mediating Roles of Goal Acceptance and Procedural Justice. " Journal of Business Research. Feb. 1998.

Sunoo, Brenda P. "Tie Merit Increases to Goal-setting and Employer Objectives. " Personal Journal. Nov. 1996. Ulrich, Dave. "Intellectual Capital = Competence x Commitment. " Sloan Management Review. Winter 1998.

Wolfson, Brian. "Train, retain and motivate staff. " Management Today. Mar. 1998.


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Research essay sample on Creating A Statement Of Vision

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