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In comparing the two lists and seeing what they have in common and how they differ, it is clear that both share the need to enable and foster greater levels of transformational leadership in an enterprise if it is going to succeed over the long-term. Second, both share the common attributes of being focused on a strong vision of what the company can become, being careful to provide assurances to everyone that they have a role to play in the business being successful. Both also share a competitive orientation where each seeks to motivate employees to attain their highest performance possible so both they and the company can attain their full potential. Where they differ is in the specificity of goals and objectives with the mission statement being much more granular on accomplishments and steps to attain goals. Measurable, attainable, relevant goals that require exceptional effort need to be the focus of a mission statement (Analoui, Karami, 2002). The vision statement on the other hand is foundational to transformational leadership and setting the right attitude and beliefs in the organization (Lucas, 1998). These are the fundamental...
Combining each will deliver exceptional strength of commitment and action to any enterprise, as employees need to first have a very clear vision of what they are expected to accomplish, and second, see their role as being very critical to the attainment and surpassing of the organizational vision.
References
Analoui, F., & Karami, a. (2002). CEOs and development of the meaningful mission statement. Corporate Governance, 2(3), 13-20.
David, F.R., & David, F.R. (2003). Its time to redraft your mission statement. The Journal of Business Strategy, 24(1), 11-14.
Green, Kenneth K.,Jr., & Medlin, B. (2003). The strategic planning process: The link between mission statement and organizational performance. Academy of Strategic Management Journal, 2(15441458), 23-32.
Long, C., & Vickers-Koch, M. (1994). Creating a vision statement that is shared and works. The Journal for Quality and Participation, 17(3), 74-74.
Strategic Management The concept of strategic management is one that is highly important to organizations around the world (David, 2009). It involves taking a look at the top management of a company and the resources that management team is using on behalf of the company's owners and in order to show a specific level of performance. The mission, vision, and objectives of the organization must be examined, and it is necessary
Strategic Management Process/Vision, Goals, Objectives This document examines the mission, vision, values, and goals of Kraft Foods Group. It does so primarily to denote the fact that these components are indicators of this company's strategy. The document also aligns these components with the interest of stakeholders. It is exceedingly important for organizations within today's climate of rapid-fire technology and constantly changing marketplaces to adhere to strategy. Due to the celeritous pace of
The differentiated strategy was the means by which FedEx launched its business. At the time, there was no overnight courier business. The speed and efficiency of FedEx's service offering was entirely differentiated for the first decade or so of the company's life. Intelligentsia Coffee from Chicago is an example of a focused differentiated firm. They have a niche in the ultra high-end coffee market. Intelligentsia produces, for example, single-estate
Each will be tied to different tactical objectives and timeframes. The effectiveness of the process will be measured in terms of adherence to time frames, cost and key market variables such as penetration and market share. Each variable should be quantitative to facilitate ease of measurement and evaluation. A wide variety of legal issues will need to be considered. Doing business is foreign countries creates significant exposure to risk, in
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Their biggest barrier to success dealt with the encroachment of e-commerce and companies who were competing in our market without having brick and mortar expenses; American taxes and employee issues; and American taxation and regulatory issues. Management decided that competition was not dead, and it was up to the company to change and adapt as opposed to ensuring the clients did so. Traditionally, competition is based on price, offers, and