33:620:301 Chapter Notes - Chapter 2: Specific Performance, Organizational Learning
15 Mar 2016
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Chapter 2: charing a company"s direcion, vision, mission, objecives and strategy: develop strategic vision, mission statement, and set of core values. Vision: long-term direcion for stakeholder, product-market-customer mix, compelling raionale, disincive and speciic language to set irm apart, where are we going and why, 1-2 paragraphs, many visions are in the form of catchy slogans. Convert vision and mission into speciic performance targets. Quaniiable, measurable, and has deadlines for achievement: focus eforts and align acions throughout organizaion, yardsicks tracking irm"s progress, moivate employees to give greater efort and perform at higher level. Deliberately set performance targets high enough to stretch organizaion to perform at full potenial and deliver best possible results. Financial objecives set goals for inancial performance. Strategic objecives organizaion"s market standing and compeiive posiion. Both should include short-term and long-term performance targets (quarterly/annual) (3-5 years) Break down performance targets for all levels of organizaion"s separate units: top-down execuive seing process, crating a strategy.
