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Vision and Credibility Creation Among Employees Essay


Changes in business organization structures, as well as operations, are often troublesome. In essence, the alterations deprive employees of their comforts by taking them away from the territories familiar to them to unplanned fields. As such, the changes instill apprehension and ambiguous together with uncertainty situations among the personnel of the organization (Bolman & Deal, 2008). Therefore, every organization considers uncertainty and ambiguity as aspects of great concern.

Style of presentation

The team will use ballroom presentation because it is precise on facts and extensive on big ideas. Also, the style incorporates a large audience and contains leisure value thus; the employees will not be bored during presentations. Graphs and statistics will also be used to enlighten the employees on the rationale for the organizational adjustments.

Communication plan

Communication is significant in enhancing the correlation between the leaders and workers within an organization. Therefore, a broad and prearranged approach will be applied in communicating the expected changes in the organization by the team. The team will identify the victims affected by the intended transformations in the organization. As such, the leader will be able to determine the level of the victims’ support as well as their influence on the expected organizational adjustments. Also, the identification will be invaluable in enabling the leader to assess the shortcomings that are likely to arise in the execution of the changes (Kotter & Cohen, 2002). Further, the leader will be capable of ensuring that the employees have a clear comprehension of the intended change. After the provision of a well-timed and excellent statement about the intended organizational restructure, the leader then dynamically requests the employees’ replies to enable timely response to the concerns raised. Based on the raised issues, the manager will be able to understand the appropriate format and the channel of delivering communication on the intended reengineering of the organizational structure. The intended organizational changes will have an effect on the training requirements of different employees within the firm (Kotter & Cohen, 2002).

Therefore, the feedback received from the employees will enable the leader to assess the appropriate ways of assessing the employees’ training needs. Through feedbacks, the leader will be able to respond to grave anxieties swiftly. Based on the employee evaluation, the team will undertake suitable initiatives that will influence the personnel who are continuously resistant to the organizational adjustments. To aid this effort, the team will solicit support from the executive as well as lay down information forums and disseminate newsletters of detailed justifications for the proposed organizational adjustment to the employees. The team will also engage the employees in all staff meetings to communicate the organizational changes. In carrying this initiative, the team will be attentive to any developments and authentic concerns raised by the employees. The leader will note down the diverse information categories that are of great worth to the personnel. Additionally, the leader will be able to recognize the optimal communication channels and the layout that will be applied in relaying information to the employees. Moreover, the leader will encompass the necessary steps that incorporate all the employees in the management of the organizational reorganization and restructuring (Bolman & Deal, 2008). The leader will then perform an impact analysis that will result from the organizational changes. This will aid the leader in understanding analyzing the gap between the available skills and needed skills due to adjustments in the organizational structure.

Employees’ reliance on the team

To create faith in the adjustment initiatives among the employees, the justification for the changes will be communicated to the personnel promptly. Further, all employees will be involved in organizational change execution. The team will put in place mechanisms that would enable the employees to comprehend the positive impact of the intended changes. Worth noting, the team will also keep the employees posted on the organizational changes through communicating the fundamental concerns to the frontline personnel.

Responses to tough questions

In managing the tougher questions from the employees, the team will be transparent to the personnel and thus will not hide the realities of intended organizational adjustments. Additionally, the team will devise the appropriate expressions and share the language with the top-level management to enable consistency in answering the tough questions.

Credibility of the team

The credibility of bosses with the workforce is significant in improbability periods compared to times of constancy. In the absence of credible managers, the accomplishment of the planned changes is not realistic since the employees of an organization are unlikely the pay attention to the leaders’ calls. To increase personnel cooperation due to understanding, proper interpretation, ease and favorable feedbacks to the intended reengineering and restructuring, the team will ensure effective communication. For instance, the team will ensure that a bigger proportion of the proposed organizational changes meet the employees’ expectations since the human resources are invaluable in supporting the changes to realize the anticipated objectives and goals of the firm (Kotter & Cohen, 2002). As a result, the generation of social tolerance, reliability, the team will achieve respect and confidence within the organization’s state of affairs efficiently. In fact, without credible control, the achievement of successful changes in the organization becomes difficult.

The team will provide for the justification of implementing change within the organization to increase the credibility of the plan. Such action creates an environment that is receptive to the planned adjustments ranging from the individuals within the firm to the exterior stakeholders such as the clients, the neighboring society as well as the monetary fraternity. Further, the team will clarify of gains that are to be achieved from the planned changes in the organization has the effect of attracting support from the employees on the organizational adjustments (Kotter & Cohen, 2002). Moreover, the accuracy of leadership decisions influences the execution of the reorganization within the organization. Therefore, the leader will ensure precision in the resolutions to effect organizational transformation.

The communication of the change initiatives by the leader will not only concentrate on the organizational goal of executing the adjustment but also epitomize the planned organizational modification before involving the employees. In essence, the leader will have access to information, resources, reliance as well as follow-through. As such, the leader is capable of enhancing the connections between diverse segments of the organization through relaying each segment of employees with data from multifaceted supplies that are essential in enhancing focus among the organization’s personnel.

Another significant approach in determining the credibility of the team arises from schemes that are capable of inspiring trust among the work unit. Employees have a high regard for competent, authentic, honest and forward-looking leaders. In essence, the attributes are the foundation of reliance as well as the bottom line of a consistent boss. On this note, the leader will meet the obligations and maintain the pledges associated with the expected organizational restructuring as the initiative enhances the employees’ perception on the credibility and trustworthiness of the leader (Sims, 2002). Additionally, in the presentation of the expected changes to the employees, the authenticity of the team will be vital because the boss can talk the talk and walk the talk (Bolman & Deal, 2008). As such, the employees develop the sensation of connection and thus become convinced about the team’s reliability.

Channels of communication

The channels of communication determine the dimensions of leadership credibility in relaying the expected organizational modifications. In reality, the choice of communication channel by the leader in building better relationships with the organizational personnel has vital consequences on the way workers perceive the leaders (Mushtaq, 2012). The leader will have an assortment of communication channels through which the planned organizational restructuring will be relayed. First, all-staff meetings will be an important channel since the workers are provided with the opportunity to effectively comprehend the overall organization plans. Also, the workers are shown how the proposed organizational changes meet the firm’s priorities. More importantly, the staff has a sensation of being incorporated in handling the organizational modification. Moreover, such meetings enable the leaders and the personnel to discuss regularly the internal organizational structures and operational aspects thereby presenting workers with the opportunities to relay their concerns as well as exchange perspectives and knowledge about intended organizational transformations.

Secondly, newsletter, strategic rounding, and bulletin channels of communication will also be useful in the provision of correspondence about organizational adjustments. In other words, the papers contain the vision, values and mission statements that spell out the rationale of the proposed organizational initiatives (Clampitt, 2009). Indeed, the paper and display conduit of correspondence are invaluable since they promote cohesion as well as crystallize the rationale, dimension and the values of the organizational changes between the leaders and the employees. In general, the utilization of such channels by the team will increase the employees’ sensations of trust and credibility on the leader.


In general, the team will ensure consistency of objectives, words, and actions, style, priorities together with roles of the new organizational structures thereby enhancing its credibility. Further, to win credibility, trust from the employees communicating the change plans with great honesty, apposite management of problems, congregate acumen, and maintain the pledges will be core values of the team.


Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.

Clampitt, P. G. (2009). Communicating for managerial effectiveness: Problems, strategies, solutions. Thousand Oaks, CA: SAGE.

Kotter, J. P. & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press.

Mushtaq, S. (2012). Resistance to organizational change: Successful implementation of change through effective communication. Munich: GRIN Verlag.

Sims, R. R. (2002). Managing organizational behavior. Westport, CT: Greenwood Publishing Group.

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IvyPanda. (2020, July 26). Vision and Credibility Creation Among Employees. Retrieved from https://ivypanda.com/essays/vision-and-credibility-creation-among-employees/

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"Vision and Credibility Creation Among Employees." IvyPanda, 26 July 2020, ivypanda.com/essays/vision-and-credibility-creation-among-employees/.

1. IvyPanda. "Vision and Credibility Creation Among Employees." July 26, 2020. https://ivypanda.com/essays/vision-and-credibility-creation-among-employees/.


IvyPanda. "Vision and Credibility Creation Among Employees." July 26, 2020. https://ivypanda.com/essays/vision-and-credibility-creation-among-employees/.


IvyPanda. 2020. "Vision and Credibility Creation Among Employees." July 26, 2020. https://ivypanda.com/essays/vision-and-credibility-creation-among-employees/.


IvyPanda. (2020) 'Vision and Credibility Creation Among Employees'. 26 July.

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