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INTRODUCTION
1.1 Background
There are various issues to consider in making an organizational strategic plan. Strategic plans
often mean a change in organizational structure or a move toward change. Change can be a
difficult process and sometimes requires time. It is important to get employees on board with the
decision making process. This can be articulated through the mission and vision statement of the
organization. Articulating and repeating the positives of the move toward change in the
organization will help employees stay engaged and motivated in the process.
Change is an essential component of strategic planning. This involves moving the organization
or program forward to create or change something. Some plans are created out of the need for
the organization to move in a certain direction, and other plans develop organically. Mission and
vision statements will be important to help communicate the goals of the plan to employees and
the public.
A vision statement sets out a company's long-term goals and aspirations clearly and concisely. A
vision statement is intended to inspire and motivate the company's workforce by providing a
picture of where the organization is heading. It also provides a reality check for managers, who
can compare their strategic objectives and operational plans to the vision statement. If a planned
course of action doesn't move the company toward its vision, it may need to be revised.
A mission statement defines the business sector in which a company operates and sets out its
key purpose. It summarizes what the company does and why. It also sets out how the company
conducts its business and identifies key stakeholders, such as shareholders, customers and
employees. A mission statement helps employees understand where their contribution fits into
the company's objectives. It also helps other stakeholders decide whether they want to do
business with the organization.
Strategic planning will likely have its successes and failures. Leaders should celebrate the little
successes toward meeting objectives, which are part of the mission and vision statement. The
mission statement will help measure whether the strategic plan aligns with the overall goals of
the agency. The vision statement helps to provide inspiration to employees. Employees who feel
invested in the organizational change are more likely to stay motivated and have higher levels of
productivity.
Well-written vision and mission statements ensure that each element of the strategic
management process is aligned to the company's long-term goals. Managers use clear and
concise vision and mission statements to communicate their aspirations to stakeholders.
Employees understand where to focus their efforts if they align their daily work with the vision
and mission. Clear vision and mission statements allow customers, suppliers and shareholders to
choose whether or not they want to do business with the company.
VOLVO
Excellence
NOKIA
Connecting people
PHILIPS
STARMILD -
MM-UGM
Narrow definition
Wrought iron
business
lawn
furniture
Beverage business
Global mail delivery business
Travel and tourism business
The mission of the corporate claims departement is to minimize the overall cost
of liability, workers compensation, and property damage claims through
competitive cost containment technique and loss prevention and control
programs.
Long-Term Objectives
Long-term objectives define any goal that has a time frame exceeding one year.
Business goals that are normally considered long term include developing a new
product, growing annual revenue and developing a comprehensive marketing and public
relations strategy. Importantly, long-term goals must not go on forever. While they take
more time than short-term objectives, long-term goals must be realistic and time bound.
Need for Establishing Objectives
The following points specifically emphasize the need for establishing objectives:
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To help the organization to pursue its vision and mission. Long-term perspective
is translated in short-term goals.
All decisions taken at all levels of management are oriented towards accomplishment of
objectives.
Levels of Objective Formulation
The objectives are set at the three levels of strategy development in an enterprise, i.e.;
1. Corporate level
2. Business unit level
3. Functional or departmental level
Corporate objectives are those that relate to the business as a whole. The top
management of the business usually sets them and they provide the focus for setting
more detailed objectives for the main functional activities of the business. They tend to
focus on the desired performance and results of the business. It is important that
corporate objectives cover a range of key areas where the business wants to achieve
results rather than focusing on a single objective.
Peter Drucker has suggested that corporate objectives should cover eight key areas:
Area Examples
Market standing Market share, customer satisfaction, product range
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Area Example
Market standing Market share, customer satisfaction, product
range
Innovation New products, better processes, use to technology
Productivity Optimum use of resources, focus on core
activities
Physical & financial resources Factories, business locations, finance, supplies
Profitability Level of profit, rates of return on investment
Management Management structure; promotion & development
Employees Organizational structure; employee relations
Public responsibility Compliance with laws; social and ethical behavior
Characteristics of Objectives
The following are the characteristics of corporate objectives:
- They form a hierarchy. It begins with broad statement of vision and mission and ends
with key specific goals. These objectives are made achievable at the lower level.
- It is impossible to identify even one major objective that could cover all possible
relationships and needs. Organizational problems and relationship cover a multiplicity
of variables and cannot be integrated into one objective. They may be economic
objectives, social objectives, political objectives etc. Hence, multiplicity of objectives
forces the strategists to balance those diverse interests.
- A specific time horizon must be laid for effective objectives. This timeframe helps the
strategists to fix targets.
- Objectives must be within reach and is also challenging for the employees. If objectives
set are beyond the reach of managers, they will adopt a defeatist attitude. Attainable
objectives act as a motivator in the organization.
- Objectives should be understandable once communicated. Clarity and simplicity should
characterize the language of formulation.
Process of Setting Objectives
Glueck identifies four factors that should be considered for objective setting. These
factors are:
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Environmental forces, both internal and external, may influence the interests of
various stakeholders. Further, these forces are dynamic by nature. Hence, objective
setting must consider their influence on its process. As objectives should be realistic, the
efforts be made to set the objectives in such a way so that objectives may become
attainable. For that, existing resources of enterprise and internal power structure be
examined carefully.
The values of the top management influence the choice of objectives. A philanthropic
attitude may lead to setting of socially oriented objectives while economic orientation of
top management may force them to go for profitability objective.
Past is important for strategic reasons. Organizations cannot deviate much from the past.
Unnecessary deviations will bring problems relating to resistance to change.
Management must understand the past so that it may integrate its objectives in an
effective way.
SMART objectives
It is often sited that both corporate and functional objectives need to conform to a set of
criteria referred to
as an acronym SMART. These are summarised below:
Specific
Measurable
Achievable
Relevant
Time Bound
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that provides energy that never runs out for any creatures to work, the energy that is provided by
God for each of his servants in managing the natural environment.
Preparation of the mission
In the process of establishing a mission, it is important for management to define the identity of
the company's business that are being or will be undertaken.
To arrive at the definition of a good business, there are three factors that need to be covered are:
(1) what the needs of customers who want to be served (what is being satisfied), (2) where the
customer groups? (who is being satisfied), and (3) what the technology used and the functions
executed to satisfy consumers (how's customer needs are satisfied) just introducing what
product in the company's production is not enough and does not have any meaning. A product
has no meaning in the business if it can meet the needs or desires. No needs no business.
Consumers are relevant because they show that the market served.
Communicating Vision and Mission
Communicating the vision and mission of the subordinate is almost as important as the
preparation of the vision and mission of the company itself because of the vision and mission of
the company that has the vision and mission members (shared vision and mission) can serve as
a tool to motivate and build commitment of employees to carry out any plan of the company.
Managers need to communicate the vision in words that raises strong feelings in order to
achieve organizational goals, build pride working in the company, pushing the extra action and
the ability to exercise control. Control is an attempt to achieve specific objectives through the
expected behavior and avoid unexpected behavior. An organization fails to achieve its
objectives because of the inability and unwillingness of member organizations in working
together. Inability can be improved through education and training. Meanwhile, unwillingness
can be eliminated or reduced by the presence of intense communication between superiors and
subordinates of the vision, mission, and values are believed to be together.
Why Vision and Mission Not Effective
In order to find a powerful vision of the causes of the failure of an organization need to be
discovered so that the leaders will be able to turn it over then formulate the vision and mission
of a powerful true. Here are four reasons why the vision and mission in most organizations are
not effective.
1. Ambiguity sense of vision and mission
First cause of failure of vision and business mission is due to the concept and our understanding
of the vision and mission that is still vague, ambiguous and unclear.
2. Vision and mission are not really desirable
The vision and mission of the company could fail because of the intrinsic, the founder of the
company do not really crave the achievement of that vision.
3. Vision and mission do not represent the suffering and hope
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The vision and mission should be able to reflect on the suffering and hopes of the organization's
members, causing great spirit - a powerful vision and mission - to make it happen come true.
4. vision and mission is not believed to be achieved
The vision and mission of an organization's enterprise seems doomed to fail if the statement is
regarded as not realistic and difficult to achieve. That is, the statement is not trusted by the
employees.
In order for the vision and mission of the company or an organization lived, felt, and
precipitated by the employee that is written in their hearts, there are five things you need to get
attention, which is as follows.
1. The vision and mission must be made consistent and commensurate with the value system of
the organization (cored shared values)
Aligned means that the vision, mission, and values should be equally ideal and transcendental.
Worth it means the vision, mission, and values must both support each other and compatibility.
2. Commitment
After the vision, mission, and values that are believed to have been formulated together, or the
elite management organization must demonstrate a commitment in its implementation.
3. Communication
Vision and mission and values must be communicated to all employees with a variety of ways
such as training, upgrading, and educational programs that will be a shared vision and mission.
4. Vision and mission inflexible
To be effective, the vision and mission must be dynamic without losing the essence of the ideal
and transcendental. The formulation of the vision and mission should be up to date and describe
our progress towards the vision itself.
5. Vision and mission management system supported by appropriate
Human behavior in organizations can be influenced by a variety of systems and subsystems are
practiced within the organization.
The vision and the mission should have been as follows:
In accordance with the spirit of the times and the spirit of the organization
Compatible with history, culture, and values of the organization
Consistent with the present circumstances
Ability to express a set of standards of excellence or distinctive competence of the
organization and reflect a high ideal
Able to explain the direction and goals of the organization
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Has the power of persuasion and able to express hopes, aspirations, sentiment, suffering, and
longing members of the organization
Ability to create tomorrows agenda that sharpens the focus of struggle and promise a brighter
tomorrow
Able to generate enthusiasm and commitment of a true heart
Easy to understand because it is expressed with elegance that can be a guide strategy and
tactical actions
Ability to express the uniqueness of the organization
Contains the norms and values that form the basis for the behavior of members of an
organization that transcends religious differences, ethnic, gender, age, and characteristics of
democracy.
Several examples of the vision and mission of the company
CONCLUSION
Services have become an integral part of the world economy. Over the past decade the
role of services marketing has become a dominant feature in the service industry. The
continuous shift to an information society lead to an increase in service demand from
customers, meaning that organizations no longer regard services as an option but rather
as a necessity to gain a competitive advantage.
A broad definition of services implies that it is originally intangible and relatively
quickly perishable activities whose buying takes place in a process of interaction aimed
at creating customer satisfaction, but during this interactive consumption it does not
always lead to material possession.
Services have five unique characteristics that are not founds in goods, namely
intangibility, inseparability, variability, perishability and ownership. The intangibility
characteristic of services seems to be the dominant one in the definition of services.
These unique characteristics create numerous challenges for service marketers to attract
new customers and retain current customers.
The service marketing triangle and the service mix are but two concepts used to address
the challenges of service marketing. The service marketing triangle focus on three
marketing processes that need to be successfully carried out to ensure service success.
Firstly, external marketing takes place between the organization and the customers and
represents the service promises the organization makes to customers. Secondly,
interactive marketing implies the actual contact between service employees and
customers and represent the fulfilment of the promise made by the organization.
Thirdly, internal marketing enables the service marketer to deliver promises made to
customers and is the result of interaction between the organization and its employees.
The service mix concept has been developed because of the limitation of the traditional
marketing mix components in their application to services. The components of the
service mix are; service offerings, price, distribution, promotions, people, process and
physical evidence. The three new components of the service mix, i.e., people, process
and physical evidence, have the advantage that they can be fully controlled by the
organization.
REFFERENCES
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