Vision, Mission, and Strategic Planning

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Introduction

The success of an organization in today's competitive business environment is related to the core of existence of such organization. Whether large or small scale enterprise, it is expected that every business must have certain guidelines and principles which form the basis for its existence. In this case, we may refer to such principles and guidelines as the mission, vision and values of the organization. Goal settings are very often derived from the vision and mission of an organization and finding ways to achieve these goals can be referred to as strategy development (Pilbeam & Corbridge, 2010: 38-42).

Necessary Conditions for determining business strategy

As stated above, supported by Mathis R.L and Jackson, J.H (2012), the strategic plan of an organization emanates from its vision and mission. Such plans are reached after due consideration of the factors which affect the success or otherwise of the processes and outcomes of such plans. These factors are both internal (the strengths and weaknesses available in the resources; both human and material within the organization) and external (the threats and opportunities available outside the organization; dynamism of the business world, globalization trend, the impact of information and communication technologies on world business). As mentioned by Whittington (2001) cited by Pilbeam & Corbridge (2010), senior managers who come up with strategies for their organization should do so considering two dimension; the processes of such strategies and the outcomes. According to him, the processes are either deliberate or emergent while the outcomes are either profit maximization or pluralist in nature (including other goals and interests of the organization). In my under...

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... as one of the most vital parts of an organization because the organization cannot exist without employees no matter how small. Employee development should be part of the HR and business strategies as this can promote sustainable competitive advantage.

One question I would like to ask is, though these models are organization specific, can more than one be adopted at the same time with remarkable positive results? as this seems to be the case in my organization.

Works Cited

Robert L. Mathis, John H. Jackson (2012) Human Resource Management: Essential Perspectives, 6th Edition, Mason: South-Western Cengage Learning

Pilbeam, S. & Corbridge, M. (2010), People resourcing: contemporary HRM in practice, 4th ed. London: Prentice Hall International.

Child J (2005) Organization; contemporary principles and practice, 1st Edition, Blackwell Publishing Ltd pp. 3-15

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