Vizyon Yönetimi

Yıl 2009, Sayı: 22, 95 - 103, 01.08.2009

Sefa Çetin

Öz

Vizyon yönetimi toplumsal ve özellikle de örgütsel anlamda geleceğin koşullarınıyaratabilme, rekabet gücünü artırma, kaliteli yönetim süreçlerinin oluşturulmasıbakımından önemli bir olgu olarak ortaya çıkmaktadır. Bu makalede, vizyon kavramının değişen küresel ve toplumsal koşullarda evrilen önemini, vizyonun özelliklerini, vizyonla ilgili misyon, strateji ve değerler gibi önemli kavramlar ve bunların vizyon ile birebir ilişkileri, vizyon türleri, vizyon oluşturma ve vizyon paylaşımıgibi olgular açıklanarak etkin bir vizyon yönetiminin gerekleri ortaya konulmaktadır.

Anahtar Kelimeler

Vizyon yönetimi, misyon, strateji, değerler, vizyon paylaşımı.

Vision Management

Öz

Vision Management is a highly significant process for better governance and effective organizational structure as well as for fine tuning with the exponentially increasing requirements of the contemporary world. It not only creates the future management process in line with competitive world order but also effective and efficient usage of human resources. It is also possible to see vision management as a kind of tool to assess different components of an integrated whole which enables us to evaluate various benefits and challenges of present and future management processes. In other words, vision management can be considered as a way of shaping the future as it directs the motivational standing of an organization. This article discusses the evolving significance of vision management through discussion of its main components with a view to highlight the complexity of the process, and provides a comprehensive outlook of its relation to main milestone strategic management concepts in this respect. Consequently, first, the meaning of vision as a concept and its evolution are presented. Second, the relation of the vision with other concepts and values relevant to management in general and organizational management in particular are highlighted. The relevant notions discussed in this context are the concepts of mission, strategy, and values as well as their embedded relation to the concept of vision and vision management. Next, types of vision are brought into perspective. Then, vision creation; and finally, vision sharing are presented in order to provide food for thought for the future. The concept of vision, obviously, is not new but it began to be widely used and discussed since the beginning of 1990s. In a more general sense, it is possible to define it as a management tool which takes future as its reference point, and serves as a paradigm which defines organizational future perspectives and world view, as well as shapes the global perceptions of the managers. This paradigm has a dynamic nature since it involves the complex processes of interactions between mission, objectives and goals as well as values of an organization. These interactions, therefore, require a better understanding of the concepts of mission, strategy and the values and their embedded relation to concept of vision before proceeding further on main components of vision management. The concept of mission serves as an expression of the identity of an organization, and its main roadmap as well as its values. The relation between mission and vision is also important to highlight since sometimes they tend to be perceived as almost identical. However, vision connotes the future desired position of an organization, whereas mission is pointing out to the main existential reason in an organization. Briefly, mission is in itself an important means in order to reach a predefined vision. The concept of strategy provides further insight to the complex process of vision management. Strategy defines the objectives and goals of a specific organization and further defines how and by which means these objectives and goals can possibly be reached. It interconnects the objectives and the means to achieve the predefined vision frame. Both strategy and vision relate to the future, but vision carries a more abstract and strategy carries a more concrete characteristic. Moreover, there is clearly a hierarchical relationship between vision and strategy since the chosen strategies serve to achieve the vision of the organization. Another milestone for understanding the process of vision management is values. In brief, values signify the main institutional principles, code of conduct and organizational design upon which an organization is based. Evidently, it is important to put forth the values of an organization before attempting to create any strategic plan, since vision, mission, and institutional identity are based on the values and beliefs that structure an organization. It is widely accepted that values, in essence, reflect the legitimacy grounds of organizational objectives and the vision. Consequently, vision can be accepted as definition and sharing of the main organizational path towards future. There are several issues in terms of defining a vision which in essence stems from a variety of reasons with an organization which requires answering a number of questions. The answers to these questions in return not only create the vision statement of an organization but also enhance the legitimacy and ownership of it. Some of the relevant questions in forming a vision statement in an organization can be summarized as follows: To whom the organization will provide services/values for; what would be the benefits; who would be the competitors of the organization; what the main values of the organization are; what would be the differentiating characteristic of the organization among comparable ones, and so on. Undoubtedly, the most effective way of answering these questions would be by enhancing organizational legitimacy thus finding the answers through organizational staff. Another way would be developing the answers through the leadership of the organization. Sharing the vision is another important component of vision management and it is also important for reaching successful outcomes. The ultimate power of vision can only become a reality when it spreads to all units and departments as well as all staff members in an organization. The targeted future can only be achieved through overall coordination of activities leading to change, as well as through enhancing motivation. For vision to be shared, there are also certain essential requirements. First and foremost the vision should be clearly defined and comprehensible to everyone in the organization. Secondly, the leadership of the organization should be able to guide as a role model for the rest of the organization. Thirdly, all the organizational communication lines should be wide open and enable regular feedback. In this way, a shared vision will include a benchmark of success for those involved. Effective communication is thus one of the most significant issues in sharing vision. Vision management is a transformational process, and its success depends on a variety of components as discussed above. To sum up, in shaping the future, those organizations that can question themselves, effectively lead their vision management, and sustain continuous innovative processes and outcomes will survive, and others are likely to perish in due course

Anahtar Kelimeler

Vision management, vision, mission, strategy, values, vision sharing, shaping the future The type of research: Conceptual presentation

Kaynakça

• Acuner, T. (2000). Değişim Sürecinde Organizasyonel Süreklilik. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi. 2(2) www.sbe.deu.edu.tr/yayınlar/dergi/dergi05/acuner.htm (Erişim Tarihi: 5 Kasım 2007).
• Akdemir, S. ve Yılmaz, A. (2005). Örgütlerde Vizyon ve Yönetimi. Ankara: Detay Yayıncılık.
• Aktan, C.C. (1997). Değişim ve Yeni Global Yönetim. İstanbul: Mess Yayınları, No 257.
• Aktaran, Y. ve Erçetin, Ş. (2000). Lider Sarmalında Vizyon. Ankara: Nobel Yayınları.
• Andrews, K.R. (1971). The Concepts of Corporate Strategy. llinois:Dow Jones-Irwin Inc
• Argüden, Y. (2004). Geleceği Şekillendirmek, Yaşam Kalitesi İçin Stratejik Düşünmek. İstanbul: Rota Yayınları.
• Barca, M ve Balcı, A. (2006). Kamu Politikalarına Nasıl Stratejik Yaklaşılabilir? Amme İdaresi Dergisi. 39 (2), 29-51.
• Burnside, R. M. (1994). Visioning: Building Pictures of the Future. (Ed. Jane Henry ve David Walker) Managing Innovation, London: Sage
• Chandler, D. (1962). Strategy and Structure. Cambridge Massachusetts: The MIT Press.
• Collins, C.J. ve Porras, J.I. (1999). Şirketinizin Vizyonunu Oluşturmak. Değişim, Harward Business Review (Çeviren: Meral Tüzel). İstanbul: Mess Yayınları
• Diamond, J. ve Liddle, J. (2005). Management of Regeneration, Choices, Challenges and Dilemmas. London and New York: Routledge.
• Dinçer, Ö. (2003). Stratejik Yönetim ve İşletme Politikası (6. Basım). İstanbul: Beta Yayınları.
• DPT (2006). Kamu Kuruluşları İçin Stratejik Planlama Kılavuzu. www. dpt. gov. tr (Erişim Tarihi: 15 Aralık 2006).
• Durna, U. (2002). Yenilik Yönetimi, Ankara:Nobel Yayınları
• Erçetin, Ş. (2000). Lider Sarmalında Vizyon. Ankara: Nobel Yayınları.
• Eren, E. (2002). Stratejik Yönetim ve İşletme Politikası (Altıncı Basım). İstanbul: Beta Yayınları
• Kotter, J.P. (1999). Değişimi Yönetmek, Dönüşüm Çabaları Neden Başarısız Kalıyor? Değişim, Harward Business Review. İstanbul: Mess Yayınları.
• Kırım, A. (2004). Yeni Dünyada Strateji ve Yönetim. İstanbul:Sistem Yayınları.
• Mintzberg, H. ve Quinn, J. B. (1996). The Strategy Process, Concepts, Contexts, Cases. (Third Edition). New Jersey: Prentice Hall.
• Mirze, K. ve Ülgen, H. (2004). İşletmelerde Stratejik Yönetim. İstanbul: Literatür Yayınları.
• Narinoğlu, A. (2006). Yerel Yönetimlerde Stratejik Planlama ve Uygulama. Istanbul:Mart Matbaacılık.
• Quigley, J. V. (1993). Vision: How leaders develop it, share it, and sustain it. New York: McGraw-Hill.
• Senge, P. (2002). Beşinci Disiplin (Çev. Ayşegül İldeniz-Ahmet Doğukan). İstanbul: Yapı Kredi Yayınları.
• Solman, U. ve Heinze, R (1995). Vizyon Yönetimi. Istanbul: Evrim Yayınları Yönetim Dizisi.
• Sullivan, G. R. ve Harper, M. V. (1997). Umut Bir Yöntem Olamaz. (Çev. Ayşe Bilge Dicleli)..Istanbul: Boyner Yayınları
• Şimşek, M. (2002). Ekonominin Lokomotifi KOBİ’lerin Olmazsa Olmazları. İstanbul: Alfa Yayınları.
• Şimşek, M. Ş. (1998). Yönetim ve Organizasyon. Ankara: Nobel Yayınları.
• Thomson, A. A. ve Strickland, A. J. (2003). Strategic Management, Concepts and Cases. Boston:McGraw- Hill
• Yalçın, A. (2002). Değişim Yönetimi. İstanbul: Nobel Yayınları.