This document discusses corporate objectives, mission statements, vision statements, and strategic intent. It defines objectives as measurable commitments to achieve certain results within a time period. Mission statements describe an organization's overall purpose, while vision statements describe its desired future state. Strategic intent refers to an organization's obsession with a goal that may be disproportionate to its current capabilities. The document also discusses strategic drift, which occurs when strategies fail to address changes, and gap analysis, which compares actual and desired performance to set realistic objectives and identify strategies to meet future goals.

1. SYLLABUS 3
CORPORATE SOCIAL
RESPONSIBILITY

2. 3.1.1
Evaluate the role and scope of corporate objectives
and goals

3. CORPORATE OBJECTIVES
Objectives represent a managerial commitment to achieve
specified result in a specified period, of time They clearly
spell out the quality of performance to be achieved, the
time period and the person who is responsible for the
achievement of the objectives.

4.  Objectives are more specific and narrower
 Objectives are always measurable and particular
 It vary with the hierarchical level in the organization,
becoming more focused and short term going down from
top level to front line managers.
 Objectives are critical for organizations effectiveness and
efficiency

5. CHARACTERISTICS OF
OBJECTIVES
 Specific and unambiguous
 Time horizon
 Flexible
 Attainable
 Measurable
 Multiple objectives

6. IMPORTANCE OF OBJECTIVES
 Objectives helps to define the organization in its
environment
 Objectives helps in coordinating decisions and decision
maker
 It also helps in formulating strategies
 It provides standards for assessing organizational
performance

7. 3.1.2
Evaluation of ‘mission’, ‘vision’ and ‘strategic
intent’ statements.

8. MISSION STATEMENT
“It is a statement of the overriding direction and
purpose of an organization”
 It is the statement showing the overriding purpose of the business
 It should provide overall framework for the objectives and strategies of
the organization
 Assist in establishing difference from its competitors and creating
competitive advantage
 It provides a way of defining the business
 Should be motivational in nature and provide direction and purpose
 It should underpin and guide the plans for the future actions of the
company

9. VISION
“An aspirational description of what an organization
would like to achieve or accomplish in the mid-term
or long-term future”
 Help you communicate your company's goals to employees and
management in a single sentence or a few concise paragraphs.
 It shows the future state of the organization
 Where the business wants to be
 Helps organisation to remain focused and protects from drifting away for
the set course
 Acts as a motivational factor for employees and also as a means of
strategy selection

10. STRATEGIC INTENT
 It is the concept of strategic intent makes clear WHAT AN
ORGANISATION .
 Hamed and Prahalad coined the term strategic intent. A
few aspects about strategic intent are as follows:
 It is an obsession with an organization.
 This obsession may even be out of proportion to their
resources and capabilities

11. 3.1.3
Evaluate the concepts of ‘strategic stubbornness’ and
‘strategic drift’.

12. STRATEGIC DRIFT
 Strategic drift is where strategies progressively fail to
address the strategic position and performance
deteriorates.
 It can waste time, money and valuable resources
 It will increase the total operating cost
 It will lead to far away from achieving competitive
advantage

13. HOW TO AVOID STRATEGIC
DRIFT?
 Develop a flexible environment within the organization
 Managers needs to be willing to listen to the views and
opinions of their subordinates
 Managers need to be able to clearly identify the nature of
new challenges.
 Organizations must have to plan a comprehensive, well-
focused, and clearly stated set of strategies

14. 3.1.4
Critically evaluate the role of ‘gap analysis’ in setting
objectives.

15. GAP ANALYSIS
 It is the comparison of actual performance with
desired performance.
 Gap analyze is a formal study of what a business is
doing currently and where it wants to go in the
future.
 It helps the business to set realistic objectives and
as a basis for identifying the extent to which existing
strategies will fail to meet performance objectives in
the future.

16. MERITS OF GAP ANALYSE
 It forces management to be forward-thinking.
 It encourages an analysis to be made of the forces
which may either help or hinder the achievement of
future objectives.
 It can be used as a dampening device to convert either
over-optimistic or over-pessimistic objectives to more
realistic ones.
 It encourages management to think about the strategies
they can use in order to close gaps; which is probably
the most important advantage from a strategic planning
point of view.