The concept of vision is rarely taken for granted; nowadays, it is among the top priorities of any company to come up with a unique mission and vision statements in order to get any credibility among the target customers. Usually identified as the manifestation of the company’s goals and aspirations, as well as the “key characteristic of effective leaders” (Van den Steen, 2005, p. 257), vision is the element that cements the company’s members together and allows them to work towards achieving a specific goal or a set of goals.
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Looking at the notion of the organizational vision closer, one will notice that it also contributes to altering the staff’s organizational behavior, thus, making them more flexible and, therefore, less resistant to the changes that they need to undergo in order to accept their roles and responsibilities within a specific company. Speaking of which, vision is essential for developing the concept of corporate social responsibility in the specified environment and planting it into every single member of the staff (Hoque, Uddin, Ibrahim & Mamun, 2014).
While the design of a specific vision for the company does not actually affect the behavioral patterns of the staff, it, in fact, shapes their attitude towards the organization and the role that they play in it. Thus, by promoting the right qualities among the employees through consistent communication of the corporate vision, the leader of an organization is able to plant the seeds of corporate social responsibility in the staff successfully. As a result, the staff members reassess the role that they play in the organization, therefore, assuming a more responsible approach towards the completion of the tasks that they have been assigned with.
It should be born in mind, though, that the design of the corporate vision alone does not alter the staff’s behavioral patterns immediately; apart from designing the vision that will help employees recognize their significance and become a part of the organization, the leader has to provide a behavioral model for the staff members to comply with. In other words, it is crucial that the leader of a company should assume the transformative leadership style and become a role model for each and every member of the organization (Svensson & Wagner, 2011).
In addition to the successful installation of an example of proper organizational behavior, the leader of an organization must also develop a reward system that will boost the staff’s enthusiasm. At this point, the necessity to incorporate the concept of investing in the staff’s personal and professional development into the company’s vision should be mentioned. A powerful organization is capable of providing its staff with the opportunity to grow and evolve professionally; as a result, a company gets not only a highly qualified expert but also a loyal member of the organization.
More importantly, the promotion of corporate values will enable staff members to become corporate citizens by enhancing the aforementioned concept of corporate responsibility among them. Defined as the tool for implanting the principles of personal and professional responsibility as the key to approaching the working process (Bernhagen, Mitchell, & Thissen-Smits, 2013), corporate citizenship will enable an organization to enter the global economy environment easily and help the staff excel in their performance. Therefore, when defining their priorities, leaders of entrepreneurship must consider the vision of their companies the key to increasing their companies’ revenues and enhancing the performance of the staff.
Bernhagen, P., Mitchell, N. J. & Thissen-Smits, M. (2013). Corporate citizens and the UN global compact. Business and Politics, 15(1), 63–85. Web.
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Hoque, N., Uddin, M. R., Ibrahim, N. & Mamun, A. (2014). Corporate social responsibilities (CSR) as a means of materializing corporate vision: A Volvo group approach. Asian Social Science, 10(11), 258–268. Web.
Svensson, G. & Wagner, B. (2011). Transformative business sustainability. European Business Review, 23(4), 334–352. Web.
Van den Steen, E. (2005). Organizational Beliefs and Managerial Vision. Journal of Law, Economics, and Organization, 21(1), 256–283. Web.