...Contrast Vision and Mission Statement” INTRODUCTION: “If you fail to plan you plan to fail” this magnificence statement reflects how is important to have a plan whether for your life or your entrepreneurship. Also, if you do not know what you want to get is, you won’t achieve any things; simply in other meaning, properly you will not achieve success by coincidence. Therefore, you have to determine what you want before creating your plan, which will lead us to talk about the mission and vision in order to achieve our goals. Vision Statements and Mission Statements are the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization. By crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future. Over the last few years, there has been a substantial body of business research leading to the inescapable conclusion that those companies that specifically state where they are going and why do remarkably better than those who do not. Accordingly, organizations that do not take the time to develop missions are often ineffective. This paper describes the nature and importance of organizational vision and mission statements. Guidelines are presented for preparing vision statement and mission statements, with comparing and contrasting between vision and mission statements, supported...
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...engines and compressor units have been making gas turbines engines and compressors units for more than eight decades. These units are primarily used for applications such as electrical power generation, and transporting natural gas and oil in big company pipelines. Organization Goals At Solar Turbines, our goals include: people, which speaks to attracting and developing the best talent; customer, which speaks to taking pride in helping our customers succeed; and stockholders whom we deliver superior returns. We refer to these goals in our “Vision 2020” statement. In this vision statement we combine Strategic notions of Superior results, Global Leader, Best Team and customer focus, deep expertise, competitive cost, valued products and services, and Strategic businesses. The final tier of our vision statement speaks directly to our customer and employees and our Values in Action: Integrity, Excellence, Team work and Commitment. Organization Objectives In each department, we ensure that we are following our vision statement through means of monthly meetings and yearly training. The vision statement that Solar Turbine has adopted...
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...business. His four brothers then joined him to create the first Kraft firm known as J.L. Kraft and Bros. Company in 1909. 40 brands belonging to Kraft foods are over 100 years old and so this shows how strong the firm is and how it has managed to create confidence and appreciation between them and their consumers. Below is an evaluation of Kraft Foods mission and vision statements, as well as their goals. Mission Statement Kraft Food mission statement “to be North America’s best food and beverage company” (Welcome, 2012). This is a brief statement that holds a great deal of information. It seems from the mission statement that the ultimate goal for the company is to be the absolute best in quality, delivery, taste, and availability of the product and as an employer. It appears that Kraft has a pretty accurate mission statement. Vision Statement After reviewing Kraft’s website is seems their vision statement is about “making a legacy”. Kraft is relying on their past legacy and continues to use now. It reflects on the past and how one man’s vision had an impact on the world today (McNamara, 2009). Kraft’s vision statement is understandable and...
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...strategic plan. The store currently has no mission, vision, or values statement nor customer needs analysis. The first step in the strategic plan for the new owners is to define the business, products, and customers through the creation of a mission statement. The second step is to create a vision for the store that clearly demonstrates the decision on the future of the business. The third step is to define the guiding principles or values by which the store will operate. The fourth step is to analyze how the mission, vision, and values guide the strategic direction. The fifth step is to define the customers’ needs for the store as well as the competitive advantages. By developing a strategic plan for the Lone Star Army Navy store before purchasing, the new owners will have a strong foundation on which to grow. Mission Statement The mission statement must describe what the business does; the reason for its existence. A clear, thoughtful mission statement provides employees with a shared sense of purpose, direction, and opportunity. According to Perreault, Cannon, and McCarthy, (2009), a good mission statement has five major characteristics: it limits the number of goals, it stresses the company’s major values, it defines the company’s competitive spheres, it has a long-term focus, and it is short, memorable, and meaningful. The most important goal for Lone Star Army Navy is to sell products and keep customers coming back. The major values are customer service, quality, and competitive...
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...progressed from…..? These human service organizations can range from providing services such as basic living needs, to crisis intervention to counseling and rehabilitation. Whatever service is provided, all of these organizations have the same underlying mission, which is to help the needy and less fortunate in an effort to create a better community. A local community in the state of Georgia has been plagued with an increase in teenage pregnancy, and the female high school drop out rate is at an all -time high. Citation and reference needed to support the statement of fact that there is an increase in teenage pregnancy. In an effort to promote a change in the young girls and women in the local area, a new human service organization has been developed. The name of this organization is called Saving our Girls. The organization has just hired a new director and this new position comes with the large task of developing a mission and values statement. This organization was established as a means of instilling qualities in the young ladies in the community in an effort to deter them from a life of teen pregnancy and dropping out of high school and encourage them to make wise lifestyle decisions. The organization does no just seek to provide services to teenagers, but also towards younger girls in the community. The ultimate goal of the organization is to change the way young girls value themselves, despite their current environment. Service Provided Saving our Girls is...
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...be the absolute worst pizza chain in the United States. The pizza business is a business that is saturated with large chains and local restaurants operated by local owners. Domino’s was consistently ranked at the bottom of customer satisfaction rankings because of lack of vision. According to Beaver, (Palmer, 2009), a lack of vision is associated with organizational decline and failure. A wide variety of complaints were filed on Domino’s, including late delivery, poor quality of product, and a general sense that Domino’s did not genuinely care about what kind of product it was making and selling. The result that ensued at the company was three chief executives in five years at the company. In order to change the product at Domino’s and the way it was marketed, management decided to completely reimage the presentation of how the company marketed the pizza and to actually change the product itself. Domino’s developed a vision of what it wanted its product to be, and it developed a clear and concise mission statement as to how they wanted to change their product and why they wanted to change their product. Finally, the company decided on a clear and concise strategy as to how the vision and the mission could become reality. Gone was the idea of stock prices driving the quality of the product, and away went the idea that customers would settle for any pizza at any price. Domino’s instead became focused mainly on quality on every single pizza and living up to the standards...
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...CHAPTER NO:1 INTRODUCTION 1.1 WHAT’S A MISSION STATEMENT? Imagine if you were the captain of your own ship. You wouldn’t let the ship sail just anywhere. You would have a direction and a destination to sail to. Either you’re sailing to a predetermined port of call, or your ship is in port, getting ready to sail to another destination. It’s the same with our lives. A mission statement clarifies what you want out of life. It gives you a clear sense of direction. You know where you need to focus your attention to create the desired outcome. As Zig Ziglar has said, “You cannot make it as a wandering generality. You must become a meaningful specific.” A mission statement is only a paragraph long, but it has specific, measurable outcomes and a deadline for accomplishing that outcome. It’s truly the best way to start your journey to success. Mission statement A mission statement is a statement of the purpose of a company or organization, its reason for existing. The mission statement should guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated." Definition: A written declaration of an organization's core purpose and focus that normally remains unchanged over time. Properly crafted mission statements (1) serve as filters to separate what is important from what is not, (2) clearly state which markets will be served and how, and...
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...An organizational mission is an organization's reason for existence. It often reflects the values and beliefs of top managers in an organization. A mission statement is the broad definition of the organizational mission. It is sometimes referred to as a creed, purpose, or statement of corporate philosophy and values. A good mission statement inspires employees and provides a focus and direction for setting lower level objectives. It should guide employees in making decisions and establish what the organization does. Mission statements are crucial for organizations to prosper and grow. While studies suggest that they have a positive impact on profitability and can increase shareholder equity, they also support that almost 40 percent of employees do not know or understand their company's mission. Not only large corporations benefit from creating mission statements but small businesses as well. Entrepreneurial businesses are driven by vision and high aspirations. Developing a mission statement will help the small business realize their vision. Its primary purpose is to guide the entrepreneur and assist in refining the planning process. By developing a strategic plan that incorporates the mission statement, entrepreneurs are more likely to be successful and stay focused on what is important. The mission statement encourages managers and small business owners alike to consider the nature and scope of the business. Business Week attributes 30 percent higher return on several key financial...
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...Vision Change Analysis By: HR 587 Managing Organizational Change K Milburn 4 June 2011 In business a vision is a well articulated view of how a company sees itself as well as an image of how a business wishes model itself during the long-term future. Business visions should be realistic and perceived as accomplishable by the people within an organization. The president of Mentor Graphics; Gerard Lageler (1992), may have had a point when he said “Grand, abstract visions can be too inspirational and that is why the company may wind up making more poetry than products.” Over the years Mentor Graphics changed its vision numerous times but eventually returned to a model that reverberated the goals of their original vision. A vision statement should not just be words to post on a wall but serve the function of defining an organization’s values and their purpose. The vision statement should inspire employees to achieve the goals of the company and though achieving those goals prove to why they should do business with the organization. Initially Mentor Graphics’ unarticulated vision was to “Build Something That People Will Buy” and in the end they found that the vision a company starts with is generally the best to follow. Over the years Mentor Graphics saw fit to continuously change their vision to match their new goals, eventually creating vision statements that where more and more grandiose, inspirational but also indistinguishable to the true...
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...June 24, 2014 Mahesh Singh Business Model and Strategic Plan: Part I The new company division: Toruku Electric Motorcycles Kawasaki Motors Inc. plans on launching a new division focused on developing, manufacturing and selling electric motorcycles for both use on and off-road. The concept of designing electric motorcycles for multiple consumer markets is a fast growing idea. Several small companies are attempting to pioneer this new market with limited success. We at Kawasaki feel this limited amount of market penetration and development is mainly due to consumer wariness of new manufacturers and the limited R&D budgets of these companies. Kawasaki feels the electric motorcycle is the next step in motorsports evolution. We want to combine the best aspects of traditional gasoline powered motorcycles with today’s advanced technology. The electric motorcycle has the potential to surpass its internal combustion engine driven sibling in every way. Electric motorcycles will to be more lightweight, efficient, faster accelerating, and a blast to ride. The mission statement for this new division will be that Kawasaki Motors Electric Division is committed to transforming the experience of motorcycling by producing highly innovative electric motorcycles that combine superior value and performance. This division is powered by innovation, driven by passion, guided by integrity and measured by results. We will use our extensive experience, insight and research capabilities to...
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...collectively accountable change directed towards shared values or principles. (Watkins and Marsick 1992: 118) We can see much that is shared in these definitions – and some contrasts. To start with the last first: some writers (such as Pedler et. al.) appear to approach learning organizations as something that are initiated and developed by senior management – they involve a top-down, managerial imposed, vision (Hughes and Tight 1998: 183). This can be contrasted with more ‘bottom-up’ or democratic approaches such as that hinted at by Watkins and Marsick (1992; 1993). According to Sandra Kerka (1995) most conceptualizations of the learning organizations seem to work on the assumption that ‘learning is valuable, continuous, and most effective when shared and that every experience is an opportunity to learn’ (Kerka 1995). The following characteristics appear in some form in the more popular conceptions. Learning organizations: Provide continuous learning opportunities. Use learning to reach their goals. Link individual performance with organizational performance. Foster inquiry and dialogue, making it safe for people to share openly and take risks. Embrace creative tension as a source of energy and renewal. Are continuously aware of and interact with their environment. (Kerka 1995) As Kerka (1995) goes onto comment, the five disciplines that Peter Senge goes on to identify (personal mastery, mental models, shared vision, team learning and systems thinking) are the keys to...
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...Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. An important, albeit often ignored aspect of planning, is the relationship it holds with forecasting. Forecasting can be described as predicting what the future will look like, whereas planning predicts what the future should look like.[1] The term is also used for describing the formal procedures used in such an endeavor, such as the creation of documents, diagrams, or meetings to discuss the important issues to be addressed, the objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning depending on the political or economic context in which it is used. Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions. Planning is a process for accomplishing purposes. It is a blue print of business growth and a road map of development. It...
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...General Principles of Motivating Employees 6 2. Employee Involvement 7 3. Business Literacy 7 4. Vision and Values 7 5. Work-life Initiatives 8 III. Practices to Inspire Motivation in Your Work Unit 9 1. Say “Thank You” 9 2. Get to Know Employees 9 3. Developing a Flexible Work Schedule for Your Unit 9 4. Upward Feedback 10 5. LSI and OCI Organizational Inventories 10 6. Nominate Staff 10 7. Create Your Own Departmental Awards Program 10 8. Encourage Staff Participation on Campus 11 9. Creative Recognition Ideas 11 IV. Great Tools to Get You Started! 13 1. Developing a Departmental Recognition Program: Steps 13 2. Elements of a Successful Recognition Program……………………………. 13 3. Motivation Survey: How to Find Out What Employees Want 14 4. Motivation Ideas to Enhance the Work Environment 14 V. Practices to Build Motivation for Individuals 14 1. Motivating with Performance Management 14 2. Create a Successful Business Literacy Training Program 15 3. Department Mentoring Program 15 4. Course Offerings by Organizational and Employee Development 16 5. University Perspective Program 17 6. Interest Testing 17 7. Faculty and Staff Assistance Program (FSAP) 17 VI. What You Can and Can’t Do: Policies, Procedures and Guidelines at the University of Colorado 18 1. Administrative Policy Statement (APS) 18 2. The Procurement Service Center (PSC) Procedural Statement: Recognition and Training Activities 18 3. Administrative Leave 18 4. Spot Bonuses 18 5. How to...
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...Table of content Table of content 1 Executive summary 2 1. Introduction 3 2. Objectives 3 3. Companies overview 3 3.1. Description of Vietnam Dairy Joint Stock Company 3 3.2. Description of Hoang Anh Gia Lai Group 4 4. Literature review on entrepreneurial skills 5 5. Vinamilk and HAGL Group business comparision 7 5.1. Vision and mission evaluation 7 5.1.1. Vision 7 5.1.2. Mission 8 5.1.3. Evaluation of mission and vision statement: 11 5.2. SWOT analysis 12 6. Business plan 14 6.1. Operation 16 6.2. The Human Resources Department in businesses. 17 6.3. The Administration department in businesses 20 6.4. The Finance Department in businesses 21 6.5. The Marketing & Sales Department in businesses. 25 6.6. Market Research 26 7. Similar/disimilar challenges 27 7.1. External challenges 27 7.2. Internal challenges 28 8. Conclusion 29 Apendix 30 Reference 31 Executive summary Since the Vietnam economy shifted to market mechanisms regulated by government as well as the rapid spread out of globalization, there have been major changes in the socio-economic background. Accordingly, it opens up opportunities, which can favour business activities as well as challenges created by intensive competitions in new business environment. One of the issues that are the most concern is how the entrepreneur pursues the appropriate strategies to lead the organizations to overcome these challenges and create great competitive advantages. Particularly, Vietnam Dairy Joint...
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...entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors (CSF). Section II Environmental Appraisal—Concept of environment, components of environment (Economic, legal, social, political and technological). Environmental scanning techniques- ETOP, QUEST and SWOT (TOWS). Corporate level strategies-- Stability, Expansion, Retrenchment and Combination strategies. Corporate restructuring. Concept of Synergy. Business level strategies—Porter’s framework...
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