Strategies for Taking Charge, Essay Example

The necessity of vision for organizations is predicated on the notion that it is only through vision that a “sense of direction” (Bennis and Nanus, 10) may be established. Hence, whereas organizations are heterogeneous systems, comprised of different elements, for example, the individuality of workers, the organization must ultimately be unified taking these heterogeneous elements which constitute it and forming a collective unit with a singular goal. Clearly stated visions communicate the aims of the organization to organizational members, thereby eliminating ambiguities and engendering a common task. In this sense, vision becomes decisive to rendering an organization homogeneous despite its heterogeneous parts.

The concept of social architecture entails the basic framework of organizational life, whereby normativities are clearly delineated, for example, in terms of “how people act” (Bennis and Nanus, 98) and establishing “the construct of binding and bonding within a company.” (Bennis and Nanus, 98) Perhaps the most constructive way to grasp the concept is to imagine its absence: consider an organization where there are no standard norms of communication, some members taking, for example, an entirely casual non-formal approach in the workplace, whereas others take on the exact opposite behaviors. This creates a series of conflicts within the organization itself and thereby prevents its desired homogeneity. Social architecture clearly expresses what is permissible and desirable in the organizational life and thereby breaks down any tensions or differences which would inhibit the unified structure of the organization which is necessary to its potential success.

Overcoming resistance to change is decisive to the successes of organizations, in so far as a manager may wish to introduce new procedures and visions so as to make the organization realize its potential. Accordingly, if resistance is found, this inhibits the introduction of the new vision. Techniques which are recommended to overcome resistance may include exercising power and authority, but as Bennis and Nanus (150-151) note, this can often be construed as an authoritarian gesture and not realize the desired result. In this regard, resistance should be countered with an inclusionary approach, which asks for participation in the formulation of the new vision. In this paradigm, introduction of change is not a unilateral gesture by the one who yields organizational power, but is instead an inclusionary process whereby all members of the organization participate in its revision, thereby creating a shared commitment to change.

Mistakes in an organization can be viewed as part of the organization’s growth. A naïve position towards organizational life, following the logic of Bennis and Nanus, is to think of an organization as one which will always operate under ideal conditions and produce ideal results. If this were the case, there would be no problem of management. Accordingly, mistakes must be accepted as something that will occur: however, organizations can learn from their mistakes at the same time, improving themselves from careful analysis of problem areas. Mistakes can therefore become a tool by where the organization re-shapes itself, proposing new solutions in light of errors.

Works Cited

Bennis, Warren and Nanus, Burt. Leaders: Strategies for Taking Charge. New York: HarperBusiness, 2007.