...Vision Statement July 3rd, 2016 Vision Statement There are important differences regarding what is vision and mission statements. The importance of understanding their differences will help the organization to build a sustainable base that will guide the organization according to these statements. In conducting research on visions statements of different organizations I found the Amazon vision statement one that reflects a clear purpose of its future and that it is well communicated through simple words. According to Amazon "Our [Amazon's] vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online." (Quoted from Amazon.com). This vision statement selected provides an engaging picture of the future of the organization supported by it acts. Difference between vision and mission statements The difference between vision and mission statements include where the aspect is that they want to show regarding itself or society. Boone states “I've read that the mission statement answers the question: "What is our business?" The vision statement answers the question: "What do we want to become?" (Boone, 2005). A vision statement could be compared with a roadmap that will guide us in the future by setting defined directions and also what the company wants to become, and in order to be successful it should be clear, desirable, challenging, feasible, and easy to communicate. The mission statement...
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...here to lead and how the Jesus sent a clear the message to all who would follow him that leadership was to be the first and take the front to an act of service. Blanchard &Phil Hodges thought Jesus Christ is a servant leader because as servant leader is to do all; so he can to make life better for others--to free them to be everything they can be. If someone want to be a successful leader God will intended that one to be. They also assert we have a confident to become a servant leader, not self-servant leader. A servant leader is a leader who serves rather than be servant. Also, the Blanchard & Phil Hodges focused on four “H” (heart, heads, hands, Habits) necessary to be a true servant leader. First for heart, “heart “this word is define in our soul, emotions, and passions. More clearly, the heart of a leader is the foundation of her/his life, this drives in passion for lord and make the passion for services in effect other way. In servant leadership, using our heart can affect other people because everyone have opportunity to influence the thinking and behavior of other. Second, the author describe the head of a servant leadership. The head is someone perspective and visions. The clear vision is critical to success in anything we do because it is a good idea and strategy with tactics. The vision must have a purpose, a picture of the future and values. Third, the author talking about the head contains someone’s perspective and visions. A servant leader’s perspective must...
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...CHANGE MANAGEMENT MENTOR GRAPHICS THE ROLE OF VISION ORGB 2605 Group 5 Taylor Nicholson - A00839192 Courtenay Anderson - A00665468 Wendy McLeod - A00545182 Ana Cielo Tanjuaquio - A00748789 When Gerald Langelar first imagined his “Vision” for Mentor Graphics he failed to remember that, “It is imperative that change is aligned with a clear vision and business strategy and that subsequent activities and interventions are coordinated and consistent.” (Victor and Franckeiss pg. 249) 1. Mentor Graphics used vision several different ways over the years. Their initial vision of “Build something people will buy” was, as stated in the text, an unarticulated vision. The vision of the company is meant to be inspiring, motivating, and resonate emotion. Mentor Graphics was thought to have missed the mark with this by creating a far too simple vision. The initial intentions were good but the process in the creation of the subsequent visions, which were primarily good, however, as time passed, became vague, confusing, and ultimately the vision returned to the original vision of getting back to the core principles of the organization. 2. The multiple visions both strengthened and weakened the company during the process. The visions strengthened the company by being able to connect the vision to the organization's inner voice. This was true of the original vision, however the two of visions; the “10X Imperative” and “Changing the Way the World Designs Together” were...
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...successful organization should develop a clear plan to achieve their goals. This leads organizations towards developing strategic plans. Vision and mission statements are the cornerstone of a successful strategic plan. An organization vision statement may describe desirable and possible future state or long term aims of a company and is also a backdrop of a purpose and company’s strategy, itaffects key priorities and behavioral standards in a company(Dermol, 2012). Vision is viewed as a mental picture of a compelling future situation. It originates from creative imagination, the act or power of perceiving imaginative mental images, sort of foresightedness (Joachim, 2010). A clear and realistic vision will lead organizations towards success; it is the basis for right strategies and key priorities.The vision statement is an institution’s clear description of what it intends to become within a certain timeframe. The vision statement defines the institution’s strategic position in the future and the specific elements of that position with relationship to the mission statement, vision statements benefit the planning process by providing everyone in the institution with the same vision of the future. (Hinton, 2012) In the other hand, mission statement represents a more specific description of what an organization is seeking to achieve and how it will achieve. It also represents the organization's internal and external values. Developing a clear mission statement is a very important...
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...govern the multiple systems. Focusing on the retention of mental health staff will increase the likelihood of the vision being carried out. Utilizing concepts of leadership such as, having a shared vision, integrity, and being committed to staff development will assist leaders with mental health staff retention in a non-profit organization. Vision One belief that stood out for Robert Greenleaf was that if something great was going to happen, a leader must have a great dream. Nothing much will happen without it. Also, it is important to make big plans, so that they have the power to get others interested, otherwise the plans will never be realized (Frick & Spears, 1996). Jones (1996) gives an example of the importance of having a vision through the story of Jesus. Jesus had a higher vision and offered that to the people by telling them to follow him; he would teach them to fish, so they would never be hungry again. Jesus had many followers because he was offering people something larger than themselves; this, according to Jones (1996), is what people hunger for. Maxwell (1993) gives a more modern approach of the importance of organizations having a vision statement. The vision becomes the clear statement of what the organization’s important niche is and is the key that keeps everyone focused. He also points out that it is important for the leader of the vision to be able to communicate it effectively (Maxwell, 1993). Whetstone (2002) takes it a step further and states...
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...to lead a change initiative is detrimental to its success. The coalition must have the right composition, a substantial level of trust, and a mutual objective. Decision-making is an important component for teams. In a world that is constantly changing, organizations are forced to make decisions more quickly and with less certainty. Teams of leaders and managers acting together are the only effective way to make productive decisions under these circumstances. The team should develop a level of trust in one another. Creating the right team and combining a level of trust with a common goal in which the team believes can result in guiding coalition that has the ability to make needed change happen. Step Three: Developing a Vision and Strategy Clear visions simplify many detailed decisions...
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...Vision Change Analysis Paper I chose to do my change analysis paper on the Case Study from our text titled, “Role of Vision at Mentor Graphics. This company was formed in the early 1980s. Their main focus is designing a computer-aided engineering workstation product. As time has gone on this company has changed their vision. In the beginning it started out with “Build Something That People Will Buy (Palmer).” In the early 1980’s this vision was changed to “Beat Daisy (Palmer)”, due to the fact that this was a competitor that they were trying to beat out with sales. In 1985 they had accomplished this vision and needed to find a new one. At this point they needed to find a new vision. They chose “Six Boxes (Palmer),” this was because that would represent the six different businesses that they wanted to become leaders in. In the late 1980’s one of the businesses that was included in the vision was no longer a part of Mentor Graphics. This vision however caused them to not be able to make the proper decisions that were needed. This is when they decided to change the vision yet again. This time it was changed to “ 10X Imperative ( Palmer).” In 1989 yet another vision was decided upon. This one, “Changing the Way the World Designs Together (Palmer),” the problem with this vision was that it did not make since with what the company was doing at the time. As they realized that this vision was distracting from what the company was trying to do they chose yet another vision, “Our...
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...Case #1 Eye Vision Inc. 1. Is Eye Vision’s arrangement with Holland Hospital within the scope of ASC 985-605, Software: Revenue Recognition? Eye Vision’s arrangement with Holland Hospital is not within the scope of ASC 985-605. According to the case, “Eye Vision has never sold, nor does it offer to sell, the Clear View Laser without the embedded software.” In fact, the case makes it readily apparent that the Clear View Laser will not function without its hardware specific software. ASU 2009-14 (Topic 985) states that, “if the software contained on the tangible product is essential to the tangible product’s functionality, the software is excluded from the scope of the software revenue guidance.” In its accounting guidance, the update states further that, “tangible products containing software components and non-software components that function together to deliver the tangible product’s essential functionality are no longer within the scope of the software revenue guidance in Subtopic 985-605. According to the case documentation, “ the software is necessary to perform the medical procedures for which the laser is intended.” This would imply that Eye Vision’s hardware/software product combination is not within the scope of ASC 985-605. As additional evidence, the amendment offers several illustrations as guidance. One example states that a rebuttable presumption exists if sales of the tangible product (Eye Vision laser) without the software elements are infrequent....
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...opportunities and an innovated environment to expand on new ideas. Let team members know you appreciate them and give recognition to all no matter how big or small of the tasks. Team Members’ roles Lack of clear vision leads to confusion and frustration. Many teams fail to realize what skills each one has. To lead a competent and effective team it is imperative that teams are properly motivated and placed to be successful. Have you ever tried to accomplish a task with no clear vision or what skills teammates brought to the table? I am sure that task was not completed and there was so much frustration & confusion in the process. Barriers can impede the progress because people are thrown into situations that lead to roadblocks for which they are not adequately skilled. Teamwork is first discovering what skills and attributes you bring to the group and how they align with the vision or task at hand. The purpose of the leader is to influence, inspire and place them where they will be most effective. So, before assigning roles to individuals you will need a clear understanding of their strengths and capabilities that will lead toward reaching their common goal that is mutually desired. Recruiting Team Members Leaders and Managers who have established a clear vision and would like to begin the recruiting process for specific roles. You should have a team structure...
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...Eye Vision Inc, a long-standing medical device manufacturer, has signed a contract to sell Holland Hospital the Clear View Laser and a two-year separately priced maintenance plan for $1 million and $0.2 million respectively. On a when-and-if available bais, Eye Vision Inc. will provide software updats that is embedded with the Laser to maintainance purchasor. The software has never been sold without Laser for its functional necessity. In this memo, as explained below, we conclude that: 1. Eye Vision’s arrangement with Holland Hospital is not within the scope of ASC 985-605, Software: Revenue Recognition. 2. The deliverables in this arrangement are the Clear View Laser, embedded software, and maintenance plan, respectively. 3. The Clear View Laser together with embedded software and maintenance plan will be accounted for as separate units of accounting, respectively. 4. The laser with the embedded software will be recognized immediately. The maintenance plan will be recognized on a straight-line basis over the length of the contract. 1. Is Eye Vision's arrangement with Holland Hospital within the scope of ASC 985-605, Software: Revenue Recognition? The agreement between Eye Vision and Holland Hospital is not within the scope of ASC 985-605, Software: Revenue Recognition. According to ASC 985-605-15-4(e), subtopic ASC 985-605 does not apply to transactions and activities for "software components of tangible products that are sold, licensed, or leased...
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...ANALYSIS OF VISION Empire Prospect’s vision statement : ‘A telecommunication specialist contractors as our core business, always developing business as civilian contractors and suppliers, sharing sustenance and expertise with staff and community, produce and create a knowledgeable staff and self-reliance. Component | Empire Prospect | 1. The company wants to become what in the future? | Empire Prospect stated that they want to be a telecommunication specialist contractors as their core business. | 2. Did the company involve all the elements and the members? | The phase “ sharing sustenance and expertise with staff and community” refers to the involvement of the elements and members of the company. | 3. Is the company showing the image and capability as shown in the vision? | The phase “always developing business as civilian contractors and suppliers” imply that the capabilities of the company to achieve. | 4. The company guide, shape, gives direction and purpose and can serve as powerful motivator or not? | Emipre Prospect showed that they can serves as the direction and purpose of the company is by “sharing sustenance and expertise with staff and community, produce and create a knowledgeable staff and self-reliance”. | 5. Did the vision aligned with the core values of the firm? | The word “produce and create a knowledgeable staff and self-reliance” in the vision statement indicates the core values of the company. | 6. The vision statement...
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...successful firm, HP, with the goal of instituting visionary changes at Xilinx. He brought with him the idea that Xilinx could be both a firm which valued employees and treated them well while maintaining competitiveness in the market. Wim shares his vision of the company with the other managers as well as with the employees and motivates the members of the organization to work together to make the company a success and the workplace employee friendly. He maintains avenues of communication with employees even though it has become too difficult to speak with them in person. The employees make it clear that the emphasis on the value of their input and respect for their ideas is a key factor in their satisfaction despite other difficulties that might have engendered employee dissatisfaction. Charismatic leadership is an attribution based on follower perceptions of their leader’s behavior. Charismatic leaders… A. Formulate a shared and idealized future/strategic vision Wim knew he wanted to re-create Xilinx, transitioning from a company similar to HP into a company that was both competitive in the market and was a “great place to work.” This reflects the charismatic leader trait of formulating an idealized future vision. Wim shared this vision with employees and with other senior managers as well...
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...with Holland Hospital within the scope of ASC 985-605, Software: Revenue Recognition? In this case, the main content of the Eye Vision’s arrangement with Holland Hospital include embedded software medical equipment and an initial option to purchase a two-year separately priced maintenance agreement. In this case, because “Eye Vision has never sold, nor does it offer to sell, the Clear View Laser without the embedded software because the software is necessary to perform the medical procedures for which the laser is intended”, and “Eye Vision has never sold, nor does it offer to sell, the Clear View Laser without the embedded software because the software is necessary to perform the medical procedures for which the laser is intended”. So the software components and non software components of tangible product could be consider function together to deliver the tangible product’s essential functionality, so according the FASB codification 985-605-15-4 and 985-605-15-4A, the equipment and the software are excluded from the Software: Revenue Recognition., Accordingly, the initial option to purchase a two-year separately priced maintenance agreement on the Clear View would be non-software deliverables excluded from the scope of Software: Revenue Recognition. References from FASB codification ASC 985-605-15-4 The guidance in this Subtopic does not apply to the following transactions and activities: e. Software components of tangible products that are sold, licensed, or leased...
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...with Holland Hospital within the scope of ASC 985-605, Software: Revenue Recognition? In this case, the main content of the Eye Vision’s arrangement with Holland Hospital include embedded software medical equipment and an initial option to purchase a two-year separately priced maintenance agreement. In this case, because “Eye Vision has never sold, nor does it offer to sell, the Clear View Laser without the embedded software because the software is necessary to perform the medical procedures for which the laser is intended”, and “Eye Vision has never sold, nor does it offer to sell, the Clear View Laser without the embedded software because the software is necessary to perform the medical procedures for which the laser is intended”. So the software components and non software components of tangible product could be consider function together to deliver the tangible product’s essential functionality, so according the FASB codification 985-605-15-4 and 985-605-15-4A, the equipment and the software are excluded from the Software: Revenue Recognition., Accordingly, the initial option to purchase a two-year separately priced maintenance agreement on the Clear View would be non-software deliverables excluded from the scope of Software: Revenue Recognition. References from FASB codification ASC 985-605-15-4 The guidance in this Subtopic does not apply to the following transactions and activities: e. Software components of tangible products that are sold, licensed, or leased...
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... The three most serious problems identified in the case are the strategic vision, the matrix structure, and the company reward system. The strategic vision of the company was very vague. The strategic vision was “digital, virtual, mobile, and personal. The employees working at Heward-Packard were not sure if the strategic vision was being executed or not. When employees are not sure if the strategic vision is not being executed this can affect the way they do their jobs. The matrix structure was confusing because it blurred accountability lines and slowed decision making. There was a single sales division that reported to four five division heads at once. The company reward system was very complex. Employees working at Heward-Packard were not sure if performances were affecting their bonuses. Employees who are not sure if their performance or the company’s performance affects their bonuses this could employees to become disgruntled. 2. Describe how the company should attempt to correct each of the three most serious problems. In order to correct the strategic vision the CEO needs to define what the strategic vision is. Since the strategic vision is “digital, virtual, mobile, and personal” the employees need to understand how the vision works and that it is executed. Employees that understand the strategic vision will have a clear understanding of the vision. With a clear strategic vision the company can provide direction for future planning and goal setting. ...
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