Nowadays, guiding principles are an important instrument in organization- and personnel development. They create direction through agreement on and definition of common goals and values. According to Belzer (undated, p. 14), it can be assumed that 90 percent of all businesses have a guiding principle.
However, what lies ahead on the path to a guiding principle? The aim of the present paper is to present the steps of the process, key success factors and obstacles with the development of a guiding principle. The paper is structured as follows: Chapter 2 explains the term guiding principle and explores why over the course of recent years guiding principles have become increasingly important in organization- and personnel development. Chapter 3 introduces the development of guiding principles in theory, addresses particularities during the developmental phase, and explains the need for monitoring of guiding principles. Possible problems with the development and implementation of guiding principles are the focus of chapter 4. Based on the presented theories, the author of this paper draws conclusions in chapter 5.
Table of Contents
1. Introduction
2. Guiding Principles
2.1 Classification of Guiding Principles
2.2 Goals/Roles and Areas of Application for Guiding Strategies
2.3 Contents of Guiding Principles
2.4 Differentiation of Guiding Principles
3. Development of a Guiding Principle
3.1 Developing Process in Theory
3.1.1 Setting the Course
3.1.2 Development
3.1.3 Communication
3.2 Particularities with the Development of a Guiding Principle
3.2.1 Requirements
3.2.2 Practicability
3.2.3 Volunteering
3.3 Monitoring of Guiding Principles
4. Criticism of Guiding Principles
5. Conclusion and Outlook
6. Literature
Objectives and Core Themes
The primary objective of this paper is to outline the essential process steps, success factors, and potential obstacles involved in developing guiding principles for organizations and companies. It explores how these principles serve as instruments for organizational development and personnel management.
- The theoretical foundation and definition of guiding principles in a corporate context.
- Strategic development processes, including preparation, implementation, and communication.
- Specific requirements and challenges, particularly regarding practicability and volunteering in NPOs.
- Critical analysis of common implementation pitfalls and power struggles.
- Methods for continuous monitoring and long-term organizational impact.
Excerpt from the Book
3.1.1 Setting the Course
During the process step of setting the course/preparation, organizational conditions for the development of the guiding principle are set.
Based on strategic significance, top management determines the core contents/-values of the guiding principle to be created. This part is not subject to a vote(compare Kerth/Asum 2005, p. 219).
Subsequently, the project group for the creation of the guiding principle is formed. Hereby the distinction is made according to whether its members represent the higher or the lower hierarchy level of the company, or even an external party, and whether the composition is homogeneous or even heterogeneous. In the case that the project group is only comprised of members of top management (“top-down-strategy” Belzer undated, p. 32), employees can raise identification issues with the guiding principle later during the implementation phase (hindrance). When the guiding principle is created by the “lower” hierarchy levels (“bottom-up-strategy” Belzer undated, p. 33), the general identification, acceptance and implementation in the end may be superior than top-down. The downside here is considerably higher financial, occupancy and time expenses (resource tie-up, high coordination effort, numerous discussion rounds and workshops) during development. Moreover, development proves to get much more complex. Likewise, there is no guarantee that the top management will unconditionally accept a guiding principle that has been developed by the lower hierarchy levels.
Summary of Chapters
1. Introduction: This chapter introduces the significance of guiding principles in modern organizations and defines the paper's aim to present process steps, success factors, and obstacles.
2. Guiding Principles: The chapter defines the term, classifies guiding principles within normative management, and examines their roles, contents, and differences from simple vision statements.
3. Development of a Guiding Principle: This central chapter details the theoretical development process, communication strategies, specific hurdles like NPO structures, and the necessity of continuous monitoring.
4. Criticism of Guiding Principles: The chapter addresses common pitfalls, such as alibi-driven development, lack of practical applicability, power struggles, and the risk of resource exhaustion.
5. Conclusion and Outlook: The author summarizes the findings, emphasizing that successful guiding principles require time, maximum participation, and a continuous, targeted approach to organizational change.
Keywords
Guiding Principles, Corporate Identity, Organizational Development, Personnel Development, Mission, Vision, Core Values, Employee Identification, Change Management, Corporate Culture, Bottom-up Strategy, Top-down Strategy, NPO, Implementation, Monitoring.
Frequently Asked Questions
What is the core focus of this publication?
This paper focuses on the lifecycle of organizational guiding principles, covering their strategic development, implementation challenges, and their role as management tools.
What are the primary thematic pillars of the work?
The work centers on the conceptualization of guiding principles, the methodologies for their development, the importance of employee participation, and the critical factors that can lead to their failure or success.
What is the central research question?
The paper investigates the process steps, key success factors, and potential obstacles that organizations face when developing and implementing a guiding principle.
Which scientific methodology is applied?
The author utilizes a theory-based analytical approach, reviewing existing academic literature on organization and personnel development to derive practical insights and structural recommendations.
What does the main part of the work cover?
The main body (Chapters 2-4) provides a detailed breakdown of the definition, the step-by-step development process, practical peculiarities like NPO-specific challenges, and a critical look at implementation barriers.
How would you characterize this work in keywords?
The work is characterized by terms like Organizational Development, Employee Identification, Corporate Identity, and Strategic Management.
What is the specific difference between a vision and a guiding principle according to the author?
The author clarifies that a vision is only one component of a guiding principle, while the guiding principle encompasses a broader, more comprehensive set of values, self-image, and action-oriented guidelines.
Why is the "bottom-up" approach considered both advantageous and risky?
It is advantageous because it increases employee acceptance and identification, but it is risky due to higher resource consumption and complexity, and the lack of guarantee that top management will accept the final outcome.
What role does "monitoring" play after the development phase?
Monitoring is described as essential for ensuring the "vivacity" of the principle, allowing for necessary adjustments to keep the document realistic, current, and aligned with the organization's evolving culture.
- Quote paper
- Bildungswissenschaftlerin B.A. Bettina Rütten (Author), 2010, On the Path to a Guiding Principle: Process Steps, Success Factors, and Obstacles in the Development of Guiding Principles for Organizations and Companies, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/288994
