Vision Exercise

After reading the Vision lecture, locate the vision statement for your organization or a public organization with which you are familiar. Using the organization web site as an expression of the information management function, review the website in the context of the vision statement. Then write a short paper (about four pages, exclusive of references and prefatory material) describing your observations of the alignment of vision to implementation. Be sure to provide appropriate references and use APA format.

nit 7:Vision

1

At the apex of our framework is Vision, which is perhaps one of the more intrinsic aspects of leadership. Vision is a key part of a framework if leaders expect their staff to follow.

2

Vision begins with the chief executive and is propagated throughout the organization by other senior leaders. Organizational vision is usually easy to understand and communicate.

3

Senior leaders MUST communicate vision to rally the organization behind common purposes, goals and outcomes.

4

Describing and codifying vision is a deceptively challenging undertaking. Think about these attributes in the context of an organization with which you are familiar. Does the organization do any of these things? If not, is the leader regarded as effective by subordinates?

5

Describing and codifying vision is a deceptively challenging undertaking. Think about these attributes in the context of an organization with which you are familiar. Does the organization do any of these things? If not, is the leader regarded as effective by subordinates?

6

Vision is high-level, permitting subdivisions to produce specific details as to their contribution to the vision/mission.

For example, the vision of the Cleveland Clinic is, “To be the best place for care anywhere and the best place to work in healthcare.” And their Mission statement is, “To provide better care of the sick, investigation in their problems and further education of those who serve.”

The Neurological Institute at Cleveland Clinic has its own mission statement: “We provide care across the spectrum of neurological disorders, including primary and metastatic tumors of the brain, spine, and nerves; pediatric and adult epilepsy; headache, facial pain syndromes and associated disorders; movement disorders such as Parkinson’s disease, essential tremor and dystonia; cerebral palsy and spasticity; hydrocephalus; metabolic and mitochondrial disease; fetal and neonatal neurological problems; multiple sclerosis; stroke; cerebral aneurysms; brain and spinal vascular malformations; carotid stenosis; intracranial atherosclerosis; nerve and muscle diseases, including amyotrophic lateral sclerosis, peripheral neuropathy, myasthenia gravis and myopathies; sleep disorders; and mental/behavioral health disorders and chemical dependencies.”

7

Clearly, specific departments articulate a detailed description of its mission while remaining true to the organizational vision and mission.

7

Vision statements statements should speak to particular attributes. Here are some procedural requirements in developing vision statements.

8

Within the information management department, these general goals are often expressed as vision statements.

9

Information Managers should aspire to these objectives.

10

Finally, as a successful leader, we must exemplify certain qualities. Explore these and consider how these might be achieved in your organization through your leadership. Would information managers need to modify these somewhat for their responsibilities? If so, how?

11

Information Management

POLS 4864

Unit 7 Lecture

Dr. William T. Watson

 

Unit 7:Vision

 

1

Information Management Framework

 

 

 

2

At the apex of our framework is Vision, which is perhaps one of the more intrinsic aspects of leadership. Vision is a key part of a framework if leaders expect their staff to follow.

 

2

Vision

3

“The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion.” – Theodore Hesburgh, President of the University of Notre Dame (1952–1987)

Vision begins with the chief executive and is propagated throughout the organization by other senior leaders. Organizational vision is usually easy to understand and communicate.

 

 

3

Vision

4

When leaders share out a powerful vision, organize and staff the workplace appropriately to accomplish it, a powerful dynamic drives employee performance.

When leaders share a strong vision, employees gravitate to it – even choosing a job in the organization over other options.

When leaders put their words into action, it becomes a demonstrable motivator for people.

The vision as manifested in the work of employees is a factor for retaining those employees who share the vision.

Senior leaders MUST communicate vision to rally the organization behind common purposes, goals and outcomes.

4

Vision

5

 

 

 

The vision must:

 

Clearly set organizational direction and purpose.

Inspire loyalty, caring and purpose through the involvement of all employees.

Display and reflect the unique strengths, culture, values, beliefs and direction of the organization.

Inspire enthusiasm, belief, commitment and excitement from all employees.

 

Describing and codifying vision is a deceptively challenging undertaking. Think about these attributes in the context of an organization with which you are familiar. Does the organization do any of these things? If not, is the leader regarded as effective by subordinates?

5

Vision (CONT’D)

6

The vision must

Help employees believe they are part of something bigger than themselves and their daily work.

Be communicated and shared regularly.

Vision must permeate communication at every level of the organization every day.

Serve as the impetus for certain courses of action, hiring people, services selected, and products developed.

Challenge people to stretch and reach beyond themselves.

 

Describing and codifying vision is a deceptively challenging undertaking. Think about these attributes in the context of an organization with which you are familiar. Does the organization do any of these things? If not, is the leader regarded as effective by subordinates?

 

6

Vision

7

Typically, senior managers write the organizational Mission and Vision Statements.

 

Managers at other levels may write statements for the divisions or business units for which they are responsible. However, these statements must be complementary to those promulgated by senior leaders.

Vision is high-level, permitting subdivisions to produce specific details as to their contribution to the vision/mission.

 

For example, the vision of the Cleveland Clinic is, “To be the best place for care anywhere and the best place to work in healthcare.”

And their Mission statement is, “To provide better care of the sick, investigation in their problems and further education of those who serve.”

 

The Neurological Institute at Cleveland Clinic has its own mission statement: “We provide care across the spectrum of neurological disorders, including primary and metastatic tumors of the brain, spine, and nerves; pediatric and adult epilepsy; headache, facial pain syndromes and associated disorders; movement disorders such as Parkinson’s disease, essential tremor and dystonia; cerebral palsy and spasticity; hydrocephalus; metabolic and mitochondrial disease; fetal and neonatal neurological problems; multiple sclerosis; stroke; cerebral aneurysms; brain and spinal vascular malformations; carotid stenosis; intracranial atherosclerosis; nerve and muscle diseases, including amyotrophic lateral sclerosis, peripheral neuropathy, myasthenia gravis and myopathies; sleep disorders; and mental/behavioral health disorders and chemical dependencies.”

 

Clearly, specific departments articulate a detailed description of its mission while remaining true to the organizational vision and mission.

7

Vision

The Vision development process requires managers to:

Clearly identify the organizational culture, values, strategy and view of the future by seeking input from stakeholders.

Address the commitment the organizations has to key stakeholders, including customers, employees, communities, and taxpayers.

Ensure that objectives are measurable, the approach is actionable and the vision is achievable.

Communicate the message in clear, simple and precise language.

Develop support throughout the organization.

 

8

Vision statements statements should speak to particular attributes. Here are some procedural requirements in developing vision statements.

8

Vision

Information Management Vision Goals and Objectives

The ultimate goal of a Information Management strategic vision is to optimize its functions and maximize organizational benefits in four key ways:

PRODUCTIVITY.  To ensure that the information organization achieves its mission as productively as possible in accordance with available funding, organizational capabilities, established priorities and services provided.

RELEVANCE.  To ensure that the information organization mission and services are consistently relevant to organizational objectives and operational needs.

RESPONSIVENESS.  To ensure the information organization is fully and consistently responsive to existing needs and tracks changing needs and circumstances.

ACCEPTANCE.  To make sure that information organization services, policies and procedures are communicated and consistently enforced to realize maximum acceptance from end-users, whether they be internal or external.

9

Within the information management department, these general goals are often expressed as vision statements.

9

Vision

Successful Information Management visions apply four key principles:

Alignment: Ensure the Information management organizational model, and all related operational services and duties are properly aligned to all corresponding business goals and objectives.

Commitment to Customer Service: Ensure the services rendered by the Information Management organization are delivered in a timely, high quality manner, designed to address the business interests by working within the established technological boundaries.

Engagement: Ensure the Information Management Organization “vision” stakeholders are fully engaged in technology related planning and the operational parameters of the IT service portfolio.

Best Practices: Ensure the Information Management Organization operates in a standardized fashion.

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Information Managers should aspire to these objectives.

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LEADERSHIP

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Characteristics of a Successful Leadership Style

Make a choice to lead.

Be the person others choose to follow.

Inspire others.

Make other people feel important and appreciated.

Live your values.

Behave ethically.

Set the pace through expectations and examples.

Establish an culture of continuous improvement.

Provide opportunities for people to grow personally and professionally.

Care and act with compassion.

 

Finally, as a successful leader, we must exemplify certain qualities. Explore these and consider how these might be achieved in your organization through your leadership. Would information managers need to modify these somewhat for their responsibilities? If so, how?

11

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