Essays on The Role of Social Construction in Making of Organisational Vision Coursework

Download full paperFile format: .doc, available for editing

The paper "The Role of Social Construction in Making of Organisational Vision" is an outstanding example of business coursework.     Due to the changing external environment, organisations are often forced to adjust their strategies in line with the trends. Thus, employees adapt to the changes in organisations through social construction. Social construction can be defined as the way individuals go about constructing and relating their views about change. It takes place through continuous communication that shapes the adoption of new ideas in organisations. Kopaneva (2013) explains that to survive, organisations must respond to certain aspects of their environment.

In other words, they must consider not only their interests but also those of society. For example, changes in technology or consumer behaviour patterns may mean that organisation employees adapt to the market trends by familiarizing themselves with the new technology. However, employees do not adapt to change immediately but need to be guided through communication. Social construction plays a critical role in the making of organisational vision. Vision in an organisation means action; it should not be stagnant or fixed but change with the society.

Social constructionists emphasize relationships that for example enable an organisation to develop its culture or go through change thus achieve its vision. Vision plays an important role in both long-term and short-term success of an organisation. It guides an organization by articulating what it wishes to achieve and ways to accomplish it. The right vision is that which creates meaning in employees’ lives, attracts commitment and energizes people, establishes a standard for excellence and transcends the status quo. John Graham, a renowned spiritual leader, and coach explain that vision helps inspire action by pulling in ideas, people, and other resources together Graham, 2016).

Vision helps create motivation to make things happen as well as encourage individuals and organisations to commit, persist and give their best. Motivation also helps minimize disputes and strikes as well as increase the level of satisfaction among employees (Frey & Osterloh, 2002). Similarly, it helps keep organisations focused and together while growing through the challenges during a difficult time. The author says that a vision should be clear, positive, big enough, and dynamic. Social construction theory emphasizes that meanings arise from social systems rather than from individual members of the society.

An organization is one such system where speech communities share socially constructed meanings. The meanings exist in the interactions of employees rather than the geographical location of an organisation or its buildings. Kopaneva (2013) explains that regardless of their number, all workers contribute to the construction of meanings related to an organization and its practices. He argues that the meaning of vision arises from the collective interaction between employees through creation, recreation, and changing of meanings.

It is a socially constructed vision that guides the life of an organisation. The theory conceptualizes language as necessary to meaning construction. Social Construction theory offers an opportunity for individuals to explore the meaning of an organizational vision, and how best to go about the challenges that they might encounter. Communication plays a significant role in determining whether an organization achieves its vision or not (Cartwright & Baldwin, 2006). Moreover, the role of communicating an organisation vision lies with its management. It is through communication that leaders help inspire employees commitment to a vision by being passionate and committed to it.

Most times, dynamic leaders often speak about their vision for an organisation with staff and interested parties to keep it alive. It is also by communicating their vision that leaders may receive feedback from employees and other interested, which can help clarify issues. An effective communication structure helps leaders handle changes with ease.

References

Cartwright, T. & Baldwin, D. (2006). Communicating your vision. Greensboro, N.C.: Center for Creative Leadership.

Frey, B. & Osterloh, M. (2002). Successful management by motivation. Berlin: Springer.

Gillis, T. (2011). The IABC Handbook of Organizational Communication: A Guide to Internal Communication, Public Relations, Marketing, and Leadership. Hoboken: John Wiley & Sons.

Graham, J. (2016). The Importance of Vision. Johngraham.org. Retrieved 4 November 2016, from http://www.johngraham.org/coach/5-the-importance-of-vision

Hultman, K. (2006). Values-driven change. New York: iUniverse.

Jabri, M. (2012). Managing organizational change. Basingstoke: Palgrave Macmillan.

Kopaneva, I. (2013). Employee Constructions of Organizational Mission and Vision (1st ed.). Washington State University. Retrieved from https://research.libraries.wsu.edu/xmlui/bitstream/handle/2376/4756/Kopaneva_wsu_0251E_10716.pdf?sequence=1

Lencioni, P. (2002). Make your values mean something. Harvard Business Review, 113-117.

Ren, T. (2010). Value congruence as a source of intrinsic motivation. KYKLOS, 63(1), 94-109.

Download full paperFile format: .doc, available for editing
Contact Us