Strategic Alignment: Employee Goals, Mission, and Vision - Discussion

This discussion post explores the critical alignment of employee goals with an organization's mission and vision. The author emphasizes the importance of organizational culture, strategic planning, and effective communication in achieving this alignment. The post highlights strategies for addressing employee resistance to change and ensuring stakeholder involvement. It underscores the significance of job analysis and description in hiring employees whose goals align with the organization's objectives. The author references key studies to support the arguments. The discussion also includes a response that further emphasizes the importance of strategic planning and employee involvement, reinforcing the need for a supportive organizational culture and open communication to address emerging challenges. The post emphasizes the role of management in facilitating these processes and ensuring that employee goals contribute to the overall success of the organization.

Running Head: MANAGEMENT & ORGANIZATIONS
Management and Organizations in a Global Environment
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MANAGEMENT & ORGANIZATIONS 2
In circumstances where employees resist working towards a common organizational
vision, there is need for an organization to put in place viable strategies that will ensure that such
resistance is effectively handled. This is because if not effectively handled, such resistance of
employees working towards a common organizational goal can be disastrous and result in
reduction in organizational outputs, chronic quarrels, slowdown strikes, sullen hostilities, and
even an increase in the total number of employee quits and transfer requests (Rafferty &
Jimmieson, 2017). In such situations, it is important for the management to ensure that they
make relevant efforts that will ultimately ensure that such employees are involved in the
development of the common goal.
In order to deal with the issue of stakeholders’ resistance towards the common vision, it
is important for the organizational management to ensure that they understand or comprehend
the actual nature of such resistance (García-Cabrera, Suárez-Ortega & Hernández, 2016). This is
because at most times than not, employees do not resist the technical change but rather the social
change prevalent in their “human relationships”.

MANAGEMENT & ORGANIZATIONS 3
References
García-Cabrera, A. M., Suárez-Ortega, S. M., & Hernández, F. G. B. (2016). Managerial
Practices as Antecedents of Employees' Resistance to Change: Organizational Change
and Human Resource Management. In Strategic Labor Relations Management in Modern
Organizations (pp. 89-104). IGI Global.
Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective perceptions of organizational change and
employee resistance to change: Direct and mediated relationships with employee well‐
being. British Journal of Management, 28(2), 248-264.

MANAGEMENT & ORGANIZATIONS 4
Reply to Discussion 2
I highly agree with the assertions made by the author that the direction that is taken by a
business entity ultimately determines its failure or success. The importance of a strategic plan for
any organization should therefore never be underscored because it gives a framework on what an
organization plans to do and what it will do to ensure that it is achieved within the given
timeframes (Noe & Kodwani, 2018). I wholly concur with the assertions made by the author on
the importance of the role played by employees in the development of any given strategic
planning.
The involvement of employees as organizational stakeholders in the development of a
strategic plan for their respective organizations is quite essential since they are the major
stakeholders who will ensure that it is effectively implemented (Camilleri, 2018). The
importance of communication for all organizational stakeholders should never be underscored
since it is through communication that any emerging problems can be handled by all and sundry.

MANAGEMENT & ORGANIZATIONS 5
References
Camilleri, M. A. (2018). Strategic planning and the marketing effectiveness audit. In Travel
marketing, tourism economics and the airline product (pp. 117-135). Springer, Cham.
Noe, R. A., & Kodwani, A. D. (2018). Employee Training and Development, 7e. McGraw-Hill
Education.