Clarity of an Organizational Vision in the Human Resources Frame

By Oleg Nekrassovski

Introduction

An organizational “vision is a concise statement that defines the mid- to long-term

(three- to ten-year) goals of the organization” (Kaplan, Norton, & Barrows, 2008, p. 2). A good

example, of a clear, public-sector vision, was offered in 1961 by the U.S. President John F.

Kennedy, for the U.S. space program of the 1960s: “To land a man on the moon and return him

safely to earth before the end of the decade” (Kaplan, Norton, & Barrows, 2008, p. 3).

The core assumptions, of what Bolman and Deal (2013) call the human resources frame,

center on the concept of human needs and appear to be linked to the clarity of a vision in

public and private organizations. The present paper will explore this linkage.

Organizations Exist to Serve Human Needs

The key assumption, of Bolman and Deal’s human resources frame, is that instead of

people, especially employees, existing to serve the needs of organizations, organizations exist

to serve human needs (Bolman & Deal, 2013, p. 117). And if organizations exist to satisfy

human needs, then public organizations clearly exist to satisfy the needs of their employees

and the needs of the general public. Consequently, it can be proposed that a clear vision, of a

public organization, will lead to a better satisfaction of the needs of its employees and the

general public, than a vague vision. After all, to be ‘clear,’ an organizational vision must be

measurable. In fact, the visions of many organizations are too vague, precisely because they not

measurable (Kaplan, Norton, & Barrows, 2008). Such visions, while stating a great objective,

that the organization aims to pursue, provide no guidance for developing strategy. On the other

hand, those visions that state a measurable outcome and a targeted value provide a clear guide

for developing organizational strategy (Kaplan, Norton, & Barrows, 2008).

People and Organizations Need Each Other

Another key assumption, of Bolman and Deal’s human resources frame, is that people

and organizations need each other. In particular, while people (i.e. organization’s employees)

need careers, salaries, and opportunities; organizations need people’s ideas, energy, and talent

(Bolman & Deal, 2013, p. 117). Of course, when it comes to a public organization, organization’s

employees are not the only people who need it. In fact, members of the general public need

the public services that a public organization provides. Consequently, it can be proposed that a

clear vision, of a public organization, can be successfully pursued only by satisfying

organizational needs for ideas, energy, and talent; the needs of its employees for careers,

salaries, and opportunities; and the needs of the public, the organization was designed to serve.

And it appears that public organizations, that have proven to be highly successful in pursuing

their visions, do just that.

For example, Nemours, a nonprofit organization aimed at providing medical treatment

to children and improving their health, is widely regarded as providing world’s best treatment

to children with complex orthopedic conditions (Kaplan, Norton, & Barrows, 2008). And

Nemours’ enhanced vision, which seeks to facilitate the transition from vision to strategy,

states that the organization will pursue its vision by: (1) being a leader in improving children’s

health using Nemours’ integrated health system, so as to become a pre-eminent voice for

children; (2) caring for each and every child as if he or she was their own; (3) being effective

stewards of all of their assets, while continually improving them in order to advance their

mission; and (4) being a great place to work (Kaplan, Norton, & Barrows, 2008).

A Good Fit Benefits Both

Yet another key assumption, of Bolman and Deal’s human resources frame, which stems

from the two key assumptions already described, is that a good fit, between an organization

and its employees, benefits both of them (Bolman & Deal, 2013, p. 117). Consequently, it can

be proposed that a clear vision is essential for creating a good fit between the organization and

its employees. After all, a clear, shared vision can connect employees to the purpose of their

organization or department, thus, energizing them. A clear vision enables organization’s

employees to see how their effort contributes to a larger picture; and thus fulfils their need of

feeling that they are making an important contribution to a worthwhile enterprise (Lipton,

1996).

Hence, it is not surprising that, in the 1990s, younger employees have been pressuring

the management, of their organizations, to develop clear visions. In fact, Ann Weiser, vice

president of human resources development at Kraft Foods in the mid 1990s, has related, at the

time, that “Generation Xers demand a vision that conveys the big picture of what the

organization stands for, and how, or whether, they will fit in. To recruit the best talent and to

hang on to them, we need that vision” (Lipton, 1996, p. 85).

This need for a clear organizational vision is also illustrated by Sonoma Investment

Capital, which was initially a model, investment banking organization of the early 1990s, which

initially employed only 15 people. However, by the time it grew to 350 people (in only 3 years),

members of its brilliant, Generation X work force became demotivated (Lipton, 1996). Their

contributions began to diminish as they became unable to see the connection between their

narrow job roles and the broader organizational vision, which, at the time, was officially stated

as “Making gobs of money.” Due to this absence of a clear vision, Sonoma soon lost some of its

most productive and talented employees (Lipton, 1996).

Conclusion

Thus, we have seen that: (1) A clear vision, of a public organization, will likely lead to a

better satisfaction of the needs of its employees and the general public, than a vague vision. (2)

A clear vision, of a public organization, can likely be successfully pursued only by satisfying

organizational needs for ideas, energy, and talent; the needs of its employees for careers,

salaries, and opportunities; and the needs of the public, the organization was designed to serve.

(3) A clear vision is likely to be essential for creating a good fit between the organization and its

employees.

References

Bolman, L. G., & Deal, T.E. (2013). Reframing organizations: Artistry, choice, and leadership (5th

ed.). San Francisco, CA: Jossey-Bass.

Kaplan, R. S., Norton, D. P., Barrows, E. A. Jr. (2008). Developing the strategy: Vision, value gaps,

and analysis. Balanced Scorecard Report, 10(1), 1-5.

Lipton, M. (1996). Demystifying the development of an organizational vision. Sloan

Management Review, 37(4), 83-92.