value to the community as well. This means that the vision of an individual will also be
some how a common cause for that community where he exists or performs. From
organizational context, this implies that if an individual chooses to work there, then his
vision at some point will coincide with that of the organization. Senge(1990) has
highlighted this fact as:
Workers too have new-found responsibilities: They must continually attend
to their own personal growth and development. Therein, lies their job
security and the future of their corporate enterprise. It's about "personal
mastery"—the total development of their people.As in a learning organization, individuals develop the organizational vision jointly
through consensus so this larger vision is generated by those smaller visions that exist in
individuals’ mind. Therefore, the individuals are able to see their individual vision as an
integral part of the bigger organizational vision. Once the individual is able to relate his
vision to organizational vision, then his commitment level to the bigger vision becomes
the same as that of his own individual vision. While developing the organizational vision
the individual is so intensely involved in the process and the other individuals, that he
develops a clear understanding of the process and therefore, becomes aware of the extent
of his influence and his sphere of control over the process. This enables him to develop a
sense of adapting his behavior and performance in a best suitable way to achieve
maximum level of performance while at work.
During all this process Senge (1990) has suggested manager’s role as:
Leaders and managers may 1) be committed to their vision, 2) may see reality
as objectively as possible—including the bad news, and 3) be open and
understanding...do not lose patience when others don't share their vision.From the above discussion we conclude that gaining personal mastery will mean that:
- The individual clearly understands the organizational vision,