To lead, you have to know where you are going; and to know where you are going you have to look ahead. Leadership means seeing future potential in the present and anticipating how it might unfold. Sometimes the potential looks good, sometimes bad, but either way a leader will be ahead of the game planning how to avert or mitigate potential dangers and how to seize and maximise potential opportunities.

1. Vision
Mossaic Consultancy & Secretarial Services
Business Leadership Course

2. Strategic Intent
1.Vision
2.Mission
3.Objectives
4.Goals
5.Business defination

3. Defining Vision
“description of something in the
future”
“mental perception of the kind of
environment an individual, or an
organization, aspires to create within
a broad time horizon and the
underlying conditions for the
actualization of this perception”

4. Mission
Organizations relate their existence to satisfying
a particular need of the society. They do it in
terms of their mission.
Mission is a statement which defines the
role that an organization plays in a society.
It refers to the particular need of that society for
instance, its information needs.

5. “Objectives are end results of
planned activity”
“Objectives state what is to be
accomplished by when and should
be quantified if possible.”
Objectives

6. GOALS
Goal is defined as an “intermediate result
to be achieved by a certain time as part of
the grand plan . A plan can, there for have
many goals.”

7. What is 0ur business?
What will it be?
What should it be?
Mission statements can use the ideas
generated thr0ugh the pr0cess 0f
understanding an defining business.
BUSSINESS DEFINATI0N

8. OBJECTIVES
Objectives represent a managerial
commitment to achieve specified results in a
specified period, of time. They clearly spell
out the quantity and quality of performance to
be achieved, the time period, the process and
the person who is responsible for the
achievement of the objective.

9. Example Objectives
Minnesota Mining & Manufacturing (3M)
Financial objectives
1. To achieve 10% growth in earnings per
share.
2. To achieve 20% - 25% return on equity.
3. To achieve 27% return on capital
employed.

10. CHAACTERISTICS
1. Objectives form a hierarchy
2. Objectives form a network
3. Multiplicity of objectives
4. Long and short range objectives

11. Areas of objectives
1. Markets
2. Productivity
3. Innovation
4. Product
5. Profitability
6. Financial resources
7. Physical facilities
8. Organization structure and activities
9. Manager performance and
development
10. Employee performance and attitude
11. Customer service
12. Social responsibility

12. Importance of objectives
1. Objectives help to define the organization
in its environment
2. Objectives help in coordinating decisions
and decision-maker
3. Objectives help in formulating strategies
4. Objectives provide standards for
assessing organizational performance

13. Factors affecting Objectives
1.Forces in the environment
2.Internal forces
3.The value systems of the top executives

14. Goals are short term (one year or less) milestones or
bench marks that organizations must achieve in order
for long term long term objectives to be reached.
Goals should be
measurable, quantitative, challenging, realistic, consist
ent and prioritized.

15. A set of goals is needed for each
objective that is established in an
organization.

16. Goals have the following features
They:
1. Are derived from objectives
2. Offer a standard for measuring performance
3. Are expressed in concrete terms
4. Are time bound and work oriented.

17. Goals are important in –
Strategy implementation
Objectives are in – strategy formulation

18. CONCLUSION
Goals are an expected or desired outcome of
a planning process. Goals are usually broad,
general expressions of the guiding principles
and aspirations of an organization.
Objectives are precise targets that are
necessary to achieve goals. Objectives are
detailed statements of quantitatively or
qualitatively measurable results the plan
hopes to accomplish.

19. The End of the Lesson
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