This document discusses the key components of organizational vision, mission, purpose, values, and strategic planning. It defines vision as the desired future state of an organization, and mission as the fundamental purpose and activities of an organization. Purpose defines the core business of an organization. Values are the beliefs that guide an organization's decisions and culture. Goals are broad and relate to the mission, while objectives are narrow and time-bound actions to achieve goals. Developing these components helps provide strategic direction and assess success.
Vision and goals vs strategy map and objectivesMatt Stan
A goal and an objective are interchangeable terms, even some dictionaries define a goal as an objective, but strictly speaking they mean different things.
Vision and goals vs strategy map and objectivesMatt Stan
A goal and an objective are interchangeable terms, even some dictionaries define a goal as an objective, but strictly speaking they mean different things.
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Business and Strategic Planning
Positioning is the heart of nonprofit marketing. It designs an organization's image and value offer so that its customers appreciate what the organization stand for in relationship to its competitors.
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Week 1
Discussions
To participate in the following discussions, go to this week's Discussion link in the left navigation.
Business and Strategic Planning
Positioning is the heart of nonprofit marketing. It designs an organization's image and value offer so that its customers appreciate what the organization stand for in relationship to its competitors.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
Understand the differences between statements of Vision, Mission, Values, Goals, and Objectives
Vision Statement
Mission Statement
Values Statement
Strategy Development
Goals and Objectives
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The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. 2
Objectives
differentiate between vision, purpose and values
describe an Australian perspective on organisational
vision, purpose and values
give a detailed explanation of the nature and purpose
of the vision, purpose and values
identify and articulate the primary components of
the vision, purpose and values, and
describe ways commitment to the organisation’s
vision, purpose and values can be strengthened
3. Major Components of the
Strategic Plan / Down to Action
Mission
Vision
Goals or purpose
Objectives
Measures
Why we exist
What we want to be
Indicators and
Monitors of success
Desired level of
performance and
timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
3
5. 5
The Mission:Vision, Purpose And Values
Strategies
How we are going
to get there
Vision
Our ideal future
Objectives
What we want
to achieve
Purpose
Our core business
Values
Things we
Believe in
Figure 4.1
6. Mission & Vision
Vision: Defines the desired or intended future state of an
organization or enterprise in terms of its fundamental objective
and/or strategic direction. Vision is a long-term view, sometimes
describing how the organization would like the world to be in
which it operates. For example, a charity working with the poor
might have a vision statement which reads "A World without
Poverty." The vision is usually developed by the organization’s
leader.
Mission: Defines the fundamental purpose of an organization or an
enterprise, succinctly describing why it exists and what it does to
achieve its Vision.
It is sometimes used to set out a "picture" of the organization in
the future. A mission statement provides details of what is done
and answers the question: "What do we do?" For example, the
charity might provide "job training for the homeless and
unemployed."
6
7. Mission & Vision
Organizations sometimes summarize goals (or purpose) and
objectives into a mission statement and/or a vision
statement. Others begin with a vision and mission and use
them to formulate goals (or purpose) and objectives. In
some cases this mission statement is used as part of the
company’s promotion material.
A Mission statement tells you the fundamental purpose of the
organization. It defines the customer and the critical
processes. It informs you of the desired level of
performance.
A Vision statement outlines what the organization wants to
be, or how it wants the world in which it operates to be. It
concentrates on the future. It is a source of inspiration. It
provides clear decision-making criteria.
7
8. Create a Mission Statement
Once you have clarified your beliefs, build on them to define your
mission statement which is a statement of purpose and function.
Your mission statement draws on your belief statements.
Your mission statement must be future oriented and portray
your organization as it will be, as if it already exists.
Your mission statement must focus on one common purpose.
Your mission statement must be specific to the organization, not
generic.
Your mission statement must be a short statement, not more
than one or two sentences.
Here is an example mission statement: "By providing quality
education, we empower individuals to become caring,
competent, responsible citizens who value education as a lifelong
process."
8
9. Creating a Vision
When you begin the process of strategic planning,
visioning comes first. When visioning the change, ask
yourself, "What is our preferred future?" and be sure
to:
Draw on the beliefs, mission, and environment of the
organization.
Describe what you want to see in the future.
Be specific to each organization.
Be positive and inspiring.
Do not assume that the system will have the same
framework as it does today.
Be open to dramatic modifications to current
organization, methodology, teaching techniques,
facilities, etc.
9
10. 10
Keeping the Vision
Relevant in Organizations
Aspirations for
Division A
Aspirations for
Division B
Aspirations for
Division C
Organisational vision
(overreaching)
10
11. Key Components for Your
Vision
Incorporate Your Beliefs : Your vision must be
encompassed by your beliefs.
Your beliefs must meet your organizational goals as
well as community goals.
Your beliefs are a statement of your values.
Your beliefs are a public/visible declaration of your
expected outcomes.
Your beliefs must be precise and practical.
Your beliefs will guide the actions of all involved.
Your beliefs reflect the knowledge, philosophy, and
actions of all.
Your beliefs are a key component of strategic planning.
11
12. Exercise in Creating a Vision
Take the time to assimilate this information, use the
following example to exercise your planning techniques:
It is five years from today’s date and you have,
marvelously enough, created your most desirable district.
Now it is your job, as a team, to describe it - as if you were
able to see it, realistically around you.
Respond to the following questions:
How has the job market changed?
What have we done to prepare our students for success in
this world?
What do we as board members spend most of our time
doing?
How are our meetings structured?
12
13. 13
Purpose statement
Issues in defining purpose - narrow versus
broad purpose
purpose and relevant environment
purpose and customer needs
purpose and customer segments
purpose and technology
14. 14
Fundamental purpose
defines organisation’s business
is the central reference point of strategic
management
can be defined too broadly or too narrowly
identifies the statement of organisational
purpose
14
15. 15
Key areas in defining
organisational purpose
customer need
customer group
technology utilized
15
16. Setting Goals and Objectives
The difference between where we are (current
status) and where we want to be (vision and
goals) is what we do (target objectives and
action plans).
As this statement shows, setting goals and objectives
builds on the previous steps of visioning and taking
stock. Goals are simply a clearer statement of the
visions, specifying the accomplishments to be
achieved if the vision is to become real. The target
objectives are clearer statements of the specific
activities required to achieve the goals, starting from
the current status.
16
17. Goals vs. Objectives
GOALS OBJECTIVES
Very short statement, few
words
Longer statement, more
descriptive
Broad in scope Narrow in scope
Directly relates to the
Mission Statement
Indirectly relates to the Mission
Statement
Covers long time period
(such as 10 years)
Covers short time period (such 1
year budget cycle)
17
18. Examples of Goals
Reorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
Maintain and enhance the physical conditions of our public facilities.
18
19. Examples of Objectives
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasing
power.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
Matt H. Evans, matt@exinfm.com
19
20. Values statement
Values: Beliefs that are shared among the
stakeholders of an organization. Values drive an
organization's culture and priorities and provide a
framework in which decisions are made. For
example, "Knowledge and skills are the keys to
success" or "give a man bread and feed him for a
day, but teach him to farm and feed him for life".
These example values may set the priorities of self
sufficiency over shelter.
20
21. 21
Values statement
The values of an organisation
Encourage unanimity in the way activities are
carried out, thereby reducing internal conflict
Establish the climate, or culture, of the
organisation
Establish the rights and obligations of staff
Specify standards for individual behaviours
within the organisation.
21
26. 26
Mission statement
versus sense of mission
effective organisations take their mission seriously
knowledge and understanding of mission encourages
better performance
effective strategic managers engender
sense of mission in the organisation
26