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Reflection on organisation culture
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What makes the truly exceptional companies different from the other companies? How can Disney get 38,000 employees to operate as one, to react to thousands of different situations a day yet consistently? How did Dee Hock create an entirely new type of organization, VISA, which now dominates financial transactions across the world with a seamless service? Vision, mission & core values, which are aligned through all recruitment, training, controls and decision making. Developing a vision, mission and values is the foundation for long term success. If a vision and mission is recognized by all stakeholders and affects every hiring, strategic decision and communication; its effect can be magic. Developing a vision, mission and values is a serious business. It takes time and commitment, but it is worth it.
The vision, mission &core values answer three critical questions: "What?" "Why?" and "How?"
Vision
Vision is the "WHAT?" The picture of the future we seek to create.
Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.
The corporate success depends on the vision articulated by the chief executive or the top management. For a vision to have any impact of the employees of an organization it has to be conveyed in a dramatic and enduring way. The most effective visions are those that inspire, usually asking employ...
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TRANSFORMATIONAL. Is it a guide to what the organization desires to be/become? Does it address the "mega-ends" of the organization?
The mission statement should focus on the change that the organization would like to see occur; it should be a goal that stretches the potential of the organization and is still feasible to achieve within a given period of time. The mission statement serves multiple audiences. Internally, it provides the focus and momentum for all activities within the organization. It also provides outsiders (funding sources, community members, etc.) with a concise statement about the organization that they can then use to determine if they want to develop a relationship with your program. From the perspective of those funding sources, it enables them to quickly view your organization and determine if it is appropriate to consider for funding.
Both, vision and mission statements provide purpose to organizations. Therefore, they should set the foundation for the strategic planning process. However, if and organizations strategic direction evolves, leaders should consider revising the organization’s mission and vision
As stated by Simpson (1994), the intent of a company’s vision should be to move forward and create enthusiasm amongst employees. Masco Cabinetry’s vision faltered in the early days of the recession. The vision created by its previous president was “One brand in one out of every two homes” (Employee Handbook, 2012). This vision, at the height of the recession was meant to create energy and drive, the opposite happened as many employees felt the goal was too lofty given the state of the economy. Today’s executive team is hard at ...
A mission statement express the core purpose of an organization and its reason for existence. Mission statements are vital to an organization because they communicate and set the foundation of the purpose of their existence. They shape the attitudes and behaviors of the members of the organization and the perceptions of the public (Hess, 67).
A mission statement should define the organization, why they exist, who they are serving, and what products and services they offer (Aguinis, 2013). Aguinis (2013) includes eight components for a good mission statement. These components are products or services offered, customers being served, benefits to their products or services, technology being used, growth and profitability, managerial philosophy, public image, and self-concept of business by the employees and stockholders (Aguisis, 2013).
Andy Stanley begins with the origin of a vision. Stanley (1999) contends, “Visions are born in the soul of a man or woman who is consumed with the tension between what is and what could be” (p. 17). According to Stanley, a vision is the ability to see what is possible in light of the present reality. A leader will not a have a vision for an organization if he is content with the status quo. Conversely, it is out of discontent that a vision is birth within a leader’s heart.
Disney is an iconic brand that is recognized internationally. The company is not only loved by children, but by people of all ages, races, and backgrounds. What makes Disney such a beloved brand? Although it is nearly impossible to pinpoint just one reason for their success, Disney’s core values is what makes this company stand apart from the rest. The founder and creator of Disney, Walt Disney, had a vision for the future that integrated imagination, creativity, freedom of expression, and a touch of magic. With all these values melted into one company, the possibilities for success became a reality to the Disney family. When Disney began to expand, so did the company’s philosophies. Keeping these core values rooted within the brand,
Having and transmitting a successful "shared vision" requires true "buy-in" on the part of the employees and the organization as a whole, and must foster genuine commitment and active enrollment in order to bring that organizational vision to a personal level. For shared vision to become a product of personal vision, each individual must "feel it", and be able to see how this vision can be articulated to promote the long-term interests of the company's success, and position in the larger scheme of things. This road to the end result is usually not mapped out or even guaranteed, and the creative tension this inspires, through personal commitment and dedication, is the fire it produces form it's visionary fuel.
Disney’s long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration. Disney is a prime example of how to achieve long-run success through the choices of business, the choice of how many activities to undertake, the choice of how many businesses to be in, the choice of how to manage a portfolio of businesses and the choice of how to create synergies between those businesses (3, p.191-221). All these choices and decisions are made through Disney’s corporate strategies and enabled them to reach long-term success. One will discuss Disney’s long-run success through a general approach. Eisner’s turnaround of the company and his specific implications/strategies will be examined in detail in part II. Disney could reach long-run success mainly through the creation of value due to diversification and the management and fostering of creativity, brand image and synergies between businesses (1, p.11-14).
Mission, Vision, and Values Paper. Introduction I am considering the company I work for Lockheed Martin to develop a modified strategic plan that will focus on responding to the United States government's and Department of Defense's (DoD) new "Network Centricâ initiatives. Lockheed Martin's Corp. is a publicly traded private corporation that provides high technology products and services to the United States government, DoD, and other international governments. Lockheed Martin is the largest defense contractor in the US with a branding statement "Our brand means qualityâ and a company slogan of "We never forget who we work forâ.
As a leader, whether of a “Fortune 500” company or simply a manager of a local “mom and pop” store, it is important to have a clear idea of what the vision and main priorities of the company you are working for are. We have discussed the creation of a vision statement a lot in class. This statement should be focused and well known by both you and your employees. A vision statement is meant to clearly communicate both the purpose and the values of the organization. For employees, it should give direction about how they are expected to behave and also inspire them to give their best. When the vision statement is shared with customers, it helps to shape their understanding of why they should work with your organization. Defining a short, concise list of your company’s main priorities is also a very important task. As Kaplan...
Each person in a company brings his or her own experiences, values, and beliefs to the company. All the experiences, values, and beliefs combined formulate the organizational culture of the company. A sick organizational culture can cause failure in a company. In a company with a healthy organizational culture employees work together to ensure the company reaches its goals. Each company has a vision. A leader helps others to see the vision and inspire them to make the vision reality. Van Hooser, Phillip asserts that leadership is ineffective without a vision, employees or teams can establish a vision for jobs or an organization, and many people are more focused on carrying out his or her duties each day. Even some managers do not have a clear vision. When looking at an organization’s culture, one sees the motivation given employees to achieve the organization’s goals.
All employees have a vision and idea about the future it helps everyone deal and reach their goals in difficult times. At times transformational leaders may tend to depend on their passions and fail to realize reality and
Vision and mission statements play a vital role in the strategic planning of an organization. Aguinis (2013) states defining an organization’s current and future identity are a key component of the strategic planning process. Strategic planning creates a blueprint to chart an organization’s goals and to aid in the division of resources to properly achieve the established goals (Aguinis, 2013). Properly communicating the goals and identity of an organization are essential if employees are to completely understand their purpose and mission to the organization. A review of the vision and mission statements for Harley Davidson reflects certain insights into the identity of the organization but also reflects some areas of improvement in adequately including the eight characteristics of an ideal mission statement.
a set of organizational goals that are used to operationalize the mission statement and that is specific and cover a well-defined time frame. The Vision organizational goal that suggested powerful and compelling mental images. Mission statement a set of organizational goals that include both the purpose of the organization, its scope of operations, and the basis of
Mission Statement: As an educator I will provide for students the opportunity to make a positive difference in their lives to help them accomplish unexpected goals. I will enhance learning to support my students in achieving their highest potential by integrating technology into the curriculum. I will integrate conceptual technology learning techniques that will implement concrete knowledge of technology that will emphasize mastery of understanding. Through committed support from educators, faculty, staff, parents, and the community, I will advance learning to support my students. This will allow students to become confident, creative, motivated, technology-ready students. I will provide leadership to achieve these standards of excellence each student deserves for a technology driven society.