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Strategic Management PDF
Strategic Management PDF
MANAGEMENT
STRATEGY
The tasks of crafting, implementing, and executing company
strategies are the heart and soul of managing a business
enterprise.
Implementation
Reporting
DEFINITION OF VISION
CREATES INSPIRES
DREAMS PEOPLE
PAINTS
PROVIDES
FUTURE
FOCUS
ENVIRONMENT
WHAT IS A VISION?
QUALITIES OF A VISION
v It motivates, inspires
v It is clear, concrete
v It is easy to communicate
SAMPLE VISION STATEMENT
- INTEL
“Our vision: Getting to a billion
connected computers
worldwide, millions of servers,
and trillions of dollars of e-
commerce.”
SAMPLE VISION STATEMENT-
MICROSOFT
DEFINITION
CORE VALUES
DEFINITION OF VALUES
v enduring standards of what is worthwhile which
serve to guide behavior in meeting objectives, in
dealing with the people the organization serves
(clients), colleagues and others
v reflect the way the organization will achieve its
mission
v can be a source of strength if consistent with
strategies
v enduring beliefs that a specific mode of conduct or
end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence
ORGANIZATION WITH
ALIGNED VALUES
Vision
ORGANIZATION WITH
MIS-ALIGNED VALUES
Vision
JPMorgan Chase
Values:
• Respect
Valuing the perspectives and expertise of all to
surface the best ideas and insights.
• Excellence
Achieving high-quality results by continuous
improvement and superb execution.
• Innovation
Going beyond the commonplace to break new
ground.
TUP CORE VALUES
• T - Transparent and participatory governance
• U - Unity in the pursuit of TUP mission, goals, and objectives
• P - Professionalism in the discharge of quality service
• I - Integrity and commitment to maintain the good name of the University
• A - Accountability for individual and organizational quality performance
• N - Nationalism through tangible contribution to the rapid economic growth of
the country
• S - Shared responsibility, hardwork, and resourcefulness in compliance to the
mandates of the university
VISION
“What we want to be”
The organization’s dream
MISSION
“Why we exist”
The organization’s purpose in life
SHARED VALUES
“How we do things”
Widely shared beliefs that guide behavior
Task 1 - Developing a Strategic Vision and Mission
COMPETENCIES
A broad - based grouping of knowledge, skills,
behaviors, attributes and values that support
superior performance.
CORE COMPETENCIES
– distinctive, differentiating competencies of the
organization
– the collective competencies of the organization’s
workforce
COMPETENCIES
• A competence is something an organization is
good at doing.
• A core competence is a proficiently performed
internal activity that is central to a company’s
strength and competitiveness.
• A distinctive competence is a competitively
valuable activity that a company performs better
than its rivals.
-Thompson, Strickland, Gamble
EXAMPLES of CORE COMPETENCIES
• Customer focus
Accurate in-depth understanding of customer’s
unique challenges and needs and wants in order to
build effective partnerships.
• Technology leveraging
Use technology to improve effectiveness and
efficiency. (Organization/Employee Competency Dictionary)
VISION
MISSION
VALUES COMPETENCIES
Task 2 – Setting Objectives
GOAL / OBJECTIVE
SETTING
OBJECTIVES
channeled.
Stoner and Wankel
GOOD OBJECTIVES ARE:
➢S pecific
➢M easurable ➢C ommunicated
➢A chievable ➢O wned
➢R elevant ➢W ritten
➢T ime-bound
GOOD OBJECTIVES VS. DEFICIENT
OBJECTIVES
Sample of deficient objective:
“To increase income.”