Nice Fit Apparel Company’s Vision Integrity

It is important for an organization to have employees and stakeholders who believe in the integrity of the company’s vision. I would take several steps to make employees believe in the integrity of Nice Fit Apparel’s vision. First, I would develop an organizational culture that is based on values that reflect the company’s vision. For instance, the company’s vision is to provide high-quality products and services at an affordable price. The organizational culture would focus on aspects such as employee welfare, customer satisfaction, performance improvement, effective communication, good decision-making, and employee motivation. Second, I would uphold the principles of business ethics by taking responsibility for mistakes made by the company (Lencioni par. 6).

I would ensure that individual employees are not blamed for problems that emanate from weak business policies, processes, and culture. In order to avoid such problems, I would institute systems that encourage ethical conduct among employees and other involved stakeholders. Successful businesses create organizational cultures that encourage employee relationships that are based on trust, transparency, and accountability (Lencioni par. 13).

Managers would be required to take responsibility for the behaviors of employees and act as role models. This approach would encourage a work environment that thrives on exemplary behavior, and that is guided by organizational values and rules (Wentland 77). Finally, I would ensure that the actions of the management team and the entire organization are aligned with the goals and objectives of the organization. This would involve proper streamlining of business activities and processes to eliminate inconsistencies. For example, employees would be held accountable for their actions in order to ensure that they provide high-quality services and products to customers.

The key factors that would be examined to determine the success of the company would include the rate of employee turnover, sales volumes, levels of customer satisfaction, and employee satisfaction. Low employee turnover would imply that employees are satisfied with their jobs and would like to continue working for the company. This would be directly linked to levels of employee satisfaction. Satisfied employees would exhibit high productivity and performance. The profits achieved would also be an indicator of success. High profits would be a sign of high demand for the company’s products and services, while low profits would be a sign of low demand (Wentland 81).

A key indicator of company success would be the level of customer satisfaction. Customers are satisfied if the services they receive meet their needs. The company would collect customer feedback about the services received through surveys, questionnaires, and phone interviews. On the other hand, the company would determine customer satisfaction by evaluating the number of return customers and customer loyalty.

In order to have long-term success, the company would need to conduct extensive research, embrace change, implement innovation, and conduct regular employee training. Extensive research would help to identify new opportunities and organizational weaknesses in areas such as human resources and marketing (Northouse 56). It would also help to address customer needs in a sustainable manner. The modern business environment is dynamic and volatile.

Therefore, it would be important for the company to innovate and embrace change. Finally, employee training would equip employees with knowledge and skills on how o adapt to change, explore new ideas, and innovate. In addition, it would improve their competencies and empower them to meet the demands of the unpredictable modern business environment. Innovation is an important aspect of achieving business competition, especially in today’s society that is characterized by fierce competition, market segmentation, and high customer demands (Sadler 47).

Works Cited

DuBrin, Andrew. Leadership: Research Findings, Practice, and Skills. New York: Cengage Learning, 2012. Print.

Grint, Keith. Leadership: A Very Short Introduction. New York: OUP Oxford, 2010. Print.

Lencioni, Patrick. Make Your Values Mean Something. n.d. Web.

Northouse, Peter. Introduction to Leadership: Concepts and Leadership. New York, SAGE Publications, 2014. Print.

Sadler, Philip. Leadership. New York: Kogan Page Publishers, 2003. Print.

Wentland, Daniel. Organizational Performance in a Nutshell. New York: IAP, 2009. Print.