Clear Vision in an Organization
There are various leadership and organizational approaches that an organization may apply when dealing with organizational deficiencies. Before embarking on looking for these approaches, an organization should identify the weaknesses first so that the process of identifying the approaches becomes clear. One such approach can be to have a clear vision in an organization. A vision should describe where the organization aims to go. A good vision should enable the staff believe that it is indeed possible to get to the position. When an organization has a vision, the staff gets committed towards reaching the vision. The mission of an organization should be understood by the management of an organization. They should know how the organization exists and the purpose of the organization (Clegg et al, 2006).
The staff should identify itself with this mission and strive to achieve it. An organization should further have a goal. A goal describes how an organization is going to reach achieve its vision and mission and the mechanisms that can be used to measure the level of success. The above three are integral to the management of any organization. When the above three leadership aspects get set and clearly get known to the staff, everyone in the organization feels obliged to work towards their achievement. A lack of the three can negatively impact on an organization's performance (Clegg et al, 2006). Their implementation can be, therefore, a good approach to dealing with organizational weaknesses.
Motivation of the staff is equally important in addressing weaknesses that come with a lack of morale among the staff. When the staff in an organization gets motivated, they tend to work more passionately than before. This can be attributed to the fact that the staff feels that their efforts get recognized and appreciated. A lack of motivation in organizational leadership can equally impact negatively on the staff's morale. This may be the case where some members of the staff feel that the organization is being unfair in its dealings with their affairs (Schermerhorn, 2011).
In order to implement the above organizational leadership approaches to weakness, an organization can choose to include its staff in determining how the approaches get carried out. When setting the mission, vision and vision of the organization, an organization should first seek to establish the opinion of the staff on the company's ability to achieve ant set of objectives (Schermerhorn, 2011). This may be important since it is the same staff that gets charged with achieving these objectives. After collecting their opinion, an organization should incorporate those opinions in their declaration of the mission, vision and goal of the organization. The three should reflect the ability of the staff. Determining the ways in which to implement staff motivation should equally follow the same procedure so that they reflect the wishes of the staff.
The above remedial action plans need to be implemented by the departments for them to be implemented efficiently. The mission, vision and goal of the organization should be implemented by the office of the overall manager in an organization. This office is the highest in any organization. When the three get set by this officer, there gets to be an element of authority in them. The staff gets to identify them as the responsibilities charged to them by the organization's management. They, therefore, get to be held with the required seriousness by the staff.
Staff motivation gets best implemented by the various departments in an organization. Each department should come up with ways on which to motivate staff in their department. This is because staff from each of the departments faces varying working environments. Having a general way of motivating the staff could, therefore, not be appropriate since it would be assuming that all staff in the organization works in a general environment. When the various departments get to come up with their staff motivation plans, their proposals can be forwarded to the office of the overall manager for approval.
Continuous Assessment of Success Level
In order to ensure that these remedies are continuously effective and adhered to, there is a need for a continuous assessment of their level of success. This assessment provides an opportunity for any improvements that may be required to the remedies in order to increase their efficiency. The various departments should create a report to the overall manager on how funds channeled towards staff motivation got accounted (Yammarino Dansereau, 2009). The members of the staff should further be allowed to give their opinion on the organization's improvement in terms of staff motivation. The response should be positive for the approach to be deemed effective. The top management in the organization should use any recommendations in reports from these parties to improve on the performance of these remedies.
Although it is challenging to regularly establish the level of success of an organization's mission and vision, this can be determined by constantly assessing if the organization meets its short term goals. In a situation where the organization manages to achieve its short term goals constantly, the mission and vision of the organization get bound to be achieved too. The organization can also set to establish measures other measures that will ensure that these remedies are effective constantly (Westcott, 2005). This can include hiring of professionals who have specialized in organizational management evaluation. After carrying out at a management evaluation, the recommendations in the report provided by these professionals can be implemented to ensure that these remedies continue been relevant.
Clegg, S., Sage Publications., Sage eReference (Online service). (2006). The Sage handbook of organization studies. London: Sage Publications
Schermerhorn, J. R. (2011). Organizational behavior. Hoboken, N.J: Wiley.
Westcott, R. (2005). The certified manager of quality/organizational excellence handbook. Milwaukee, Wis: ASQ Quality Press.
Yammarino, F. J., Dansereau, F. (2009). Multi-level issues in organizational behavior and leadership. Bingley: JAI.