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Review of literature on vision, personal and organisation.

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Introduction

REVIEW OF LITERATURE ON VISION, PERSONAL & ORGANISATIONAL A vision answers the question "What do we want to become?" It calls for the skills, talents, and resources to make future happen. A vision is different from a mission, goal or objective as it must have a clear and compelling imaginary way that offers an innovative way to improve ourselves. Simply stated, a vision is a realistic, credible, attractive, and it inspires one's future. Walt Disney for example understood the meaning of vision, he knew that dreams are wishes the heart makes and if one can dream it, one can make it happen (Nanus & Dobbs 1999). Each person must have their own personal vision in their life, as an example, one would dream to be the first female pilot in Malaysian Airlines but that dream will not come true because at the moment Malaysian Airlines is not prepared to employ a female as one of their pilots. They are not ready to change their traditional mind that pilots are meant for males. Their commercial advertisements reflect this attitude; it showed from the beginning of their operation their pilots have all been males. ...read more.

Middle

Finally, if the organisation is willing to do all the above, and the employee find the vision firmly compelling and in accord with their own vision, they will commit to it and make it their own. Then they will see themselves not as the organisation's followers but as colleagues and allies, working together on the same team with a common cause. Thus, when employees shape the vision of the organisation, it can reflect the personal visions that they have in their hearts and minds about their own futures (David 1998). Good personal and organisational visions are needed (Hills and Jones 1988), it creates a sense of direction and purpose for the individual as well as the organisation; it helps to drive decision making and resource allocation and finally to assess same significant improvement in the way they run their lives or the organisation. In addition, Nanus and Dobbs (1999) also indicated that personal and organisational visions provide focus, guiding decisions and actions, and enables them to filter the many issues competing for their time and attention. According to Nanus (1996), a shared vision between the individual and the organisation will result towards a long-term goal measurement, gradually accepting some major changes and has a more proactive planning style. ...read more.

Conclusion

These few major points that I will elaborate later has proven the reasons that sometimes individual and organisational visions cannot be linked. As previously discussed, a vision is like making our dreams become a reality. In order to make it real, we must be prepared to accept changes and sacrifices, but not all are prepared to do that. We know that for organisational vision to be effective, it relies increasingly on employees' discretion to change and adapt. If they are not willing to accept changes in their life plan, then the end result will not be so great. Employees whose careers connect to their life plans are more effective at work (Gillen 1996). Another reason that makes the organisational vision ineffective is due to the vision's vagueness. If the vision is so grandiose it becomes clearly unattainable and when the employees know that it is impossible to achieve the vision, they will no longer work towards it. Finally, the biggest challenge of organisational vision to be effective is to understand cultural diversity (Hellriegel, Jackson & Slocum 1999). For example, although diversity can enhance a team's ability to solve problems creatively because of different ways of looking at a problem and finding a solution; creativity may also heighten conflicts within a team causing more problems instead of providing solutions. ...read more.

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