...1 Introduction When you check out a company’s website, you will normally find their vision and mission statement posted in their About Us link. This is a statement of purpose determined by management based on an organization’s core values and beliefs that defines the organization’s identity and combines and ideal manifestation of its direction together with a tangible prescription for realizing its goals.1 This is mainly the statement for the overall company. Within different departments, some managers may have an additional vision statement for the department and the workers. At the supply and distribution company that I work for, I believe that there could be a vision, mission and strategy statement for each individual department, especially the Parcel-Packing department. The head department manager recently took on a change initiative to determine why the department was experiencing an overload of orders not being packed, when the flow of work had not changed. From observation, he took on the role of an interpreter in managing the change. In order to go about change, a vision had to be made. For the Parcel-Packing department, I have developed vision, mission and strategy statements that will hopefully help the change manager with the change initiative task. It is important to have these statements for this individual department due to the fact that with a change occurring, it will help to keep the focus of the goal that is to be achieved. Application Analysis While...
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...Week 5: Vision Paper 1. Introduction a. When starting a business or organization, it is very important to have a basic foundation in order to determine the direction in which you want your organization to go. A person needs to know the businesses current position and possible avenues in which to peruse a specific course of action. As a person head of a company, you should ask yourself a few questions. What do we do? Who will we do it for? And how will we progress in the future? Having a Vision Statement is like having a picture of what you want your business to be in the future, it tells people “where you want to go”. Having a Mission Statement is like telling people what your purpose is; you want both the organization and the public to know why it is your organization exists. Last, a Strategy Statement is an effective way to achieving the overall goal of an organization(About.com). When effectively establishing these statements you have developed a foundation for your organization. 2. Statements a. The Name of the organization I will be writing about is Ford Motor Company. Ford Motor Company is an American automaker and the world’s third largest automaker. I t was founded by Henry Ford and Incorporated on June 16, 1903. Ford became one of the most profitable companies in the world and survived through the great depression. The Ford Motor Company has been in continuous family control for over 100 years. b. Ford’s Vision Statement in the early 1900’s was: “Democratize...
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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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...Setting a vision is critical for a change process to be successful. Generally speaking, a vision provides an organization with a sense of direction and purpose and provides a framework for the goals and mission of the organization. If it is well written, it should embrace the identified values of the organization, that is, what is the purpose of existence for the organization (Collins, 2001). Kotter (1996) tells us that there are three important purposes to a good vision. First, a good vision simplifies detailed decision-making. Second, assuming the right people are on the bus (Collins), then, even if initially difficult, a good vision will motivate people to taking the right actions. Lastly, Kotter states that a good vision will help to coordinate people more quickly and efficiently. Senge (1994) suggests that the vision be co-created so as to gain appreciation for the vision and to better understand each other’s perspectives and ideas. Collins stresses the fact that creating a vision should force the brutal facts to be faced. Facing facts helps create vision and leads to change. The authors, Kotter, Collins and Senge each offer ideas on how to create the vision and how to communicate it. Kotter, (1994) tells us that creation of the vision is an exercise of the heart and the mind, that it takes time, involves a group of people and is a challenge to do right. Collins (2001) and Senge (1994) also speak to the need of involving others. Collins in the sense of having...
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...Vision Change Analysis By: HR 587 Managing Organizational Change K Milburn 4 June 2011 In business a vision is a well articulated view of how a company sees itself as well as an image of how a business wishes model itself during the long-term future. Business visions should be realistic and perceived as accomplishable by the people within an organization. The president of Mentor Graphics; Gerard Lageler (1992), may have had a point when he said “Grand, abstract visions can be too inspirational and that is why the company may wind up making more poetry than products.” Over the years Mentor Graphics changed its vision numerous times but eventually returned to a model that reverberated the goals of their original vision. A vision statement should not just be words to post on a wall but serve the function of defining an organization’s values and their purpose. The vision statement should inspire employees to achieve the goals of the company and though achieving those goals prove to why they should do business with the organization. Initially Mentor Graphics’ unarticulated vision was to “Build Something That People Will Buy” and in the end they found that the vision a company starts with is generally the best to follow. Over the years Mentor Graphics saw fit to continuously change their vision to match their new goals, eventually creating vision statements that where more and more grandiose, inspirational but also indistinguishable to the true...
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...gotten the approval for an IPO and want to head full force for it. Unfortunately, this is an all new theory for all of them as they knew the general course of action but need a change strategy and an end vision. With strong individuals such as, Don Ruiz CEO, Michelle Houghton CFO, Teri Robertson CTO and Greg Thoman, Gene One has the brainpower to flourish. They will not flourish, conversely, if there is no participative influenced strategy to pull everyone together and forward. Without this the strong willed individuals will continue to counteract each other and Gene One will stay at an impasse. With this counteractive mentality, there will be no cushion of security for every individual within the company to rely on. With no cushion of security Gene One employees will not give a team based effort and the organization itself will fall apart. Gene One will face many obstacles and likely fail unless they create and employ an organizational change. This organizational change should consist of leadership changes, teams and organizational culture. Leadership changes will outline the style and duties of each leader within the organization. This is the best time to educate the leaders on the Sarbanes-Oxley Act and how it directly affects the CEO, CFO and Board of directors.The second most important change will have to be that of the restructuring...
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...------------------------------------------------- SCHEDULE AND COST ESTIMATE FOR MUSICAL CONCERT SPRING 2012 A proposal and work breakdown structure for a musical concert scheduled to hold in spring of 2012. This proposal contains the description of the project, its objectives as well as the cost associated with the project. ------------------------------------------------- SCHEDULE AND COST ESTIMATE FOR MUSICAL CONCERT SPRING 2012 A proposal and work breakdown structure for a musical concert scheduled to hold in spring of 2012. This proposal contains the description of the project, its objectives as well as the cost associated with the project. NHARMONIC PRODUCTIONS 2011 NHARMONIC PRODUCTIONS 2011 By Abayomi Oluwole Submitted to Dr. Susan Orr on November 20, 2011 Requirement for Course Project Part 1 Executive Summary This thesis formulates a cost estimate and schedule for organizing a musical concert and recording to complement an annual festival which has attracted a global recognition as well and served as an avenue to unify different cultures and backgrounds; using music as a tool to create diversities in genres of music while exposing the Northern America to the styles of other continents. On the basis of several assumptions, a rough estimate of the cost and schedule of the entire structure has been developed along with a more detailed estimate of overhead cost and administrative cost. Project Description This project is to introduce...
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...Introduction Keller Advertising Agency provides its clients with a broad range of winning marketing consulting services. These services include strategic planning as well as tactical implementation. Strategic planning utilizes those processes that lead to an executable marketing plan including identifying areas of opportunity, market segmentation, product line analysis, financial planning, competitive analysis, and culminate in the design of a project implementation plan. This will serve as a detailed road map for the planning and supervision of all marketing activities. We provide a complete range of services. This allows us to evaluate a variety of marketing communications tools, choosing those that are best suited to the client's requirements. We then combine those tools in such a way so as to create meaningful, effective marketing for optimal results. Mission: Our primary focus is to work closely with clients and help them succeed in setting and meeting their marketing goals. We offer total support and a commitment to communicate their ideas in a strategic, creative, and cost-effective manner. Keys to Success * Have the technical expertise to minimize the learning curve for our clients and minimize their expenses. * Be a part of our client's business team. * Insure the timely launch of each client's marketing program. * Generate new innovative strategies for our clients that result in a high-quality and cost-effective product. Product Naming Strategy The...
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...Case Study Discussion: Role of Vision at Mentor Graphics 1. How would you describe the way vision was used at Mentor Graphics? This analysis can help students understand why vision is necessary and how it can be best created. Discussions in this area look at the way vision was initially used to interpret Mentor Graphics position and role in the marketplace. Later on, the vision became a reflection of market “fads” and had no real use or meaning – this is an important point to realize. The less useful the vision became the more distanced employees and customers felt from the organization. 2. Did it strengthen or weaken the company? How? Why? This question asks students to highlight positive and negative aspects of the visions used at Mentor Graphics. Although some may view the changing vision as having strengthened or weakened the company there are arguments for both sides. Removing the focus from the core competencies weakened the company’s vision. This resulted in management not being able to make sound business decisions. Using a consultant may have also weakened the identity of the organization for employees by removing them completely from the process of creating the vision. It strengthened the company by eventually renewing focus on the core business at Mentor Graphics and where they wanted to be. The process of creating a new vision led the organization full circle and re-emphasized why they are in business. 3. Of the reasons covered in this chapter...
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...Roles of Vision at Mentor Graphics Strayer University 25 May 2012 Discuss the way vision was used at Mentor Graphics. The intentions were good but the process included the creation, which was good then as time passed it became vague and even more confusing and ultimately the vision came back to what the original vision was. Mentor graphics was formed in the early 1980’s and since that time has had over seven different visions. The visions had been used as a guide to decision-making and referenced what their future should be. One of the visions was “Beat Daisy.” This was what they wanted their future to be and they successfully did “Beat Daisy.” The new vision was developed based on “Six Boxes,” which represented the six different businesses in which they sought market leadership (Palmer, Dunford, Akin 2009). “Six Boxes” became the company mantra until one of the businesses stopped paying dividends. “Six Boxes” couldn’t shut down and was left with a “Five Boxes” vision. The next vision was then developed, the “10X Imperative”. “10X Imperative” mirrored the push other companies were making toward quality through six-sigma programs. In 1989 yet another vision emerged: “Changing the Way the World Designs Together” (Palmer, Dunford, Akin 2009)). This was depicted as “the final extension of vision creep that began with “Six Boxes”. Evaluate whether the vision strengthened or weakened the company. Support your...
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...Introduction Vision can be complicated. There are many perspectives. There are also organizational factors to consider when creating or modifying a vision, such as management strengths and weaknesses, and staff morale. Vision should provide inspiration to employees and customers. It should also paint an image of a bright and promising future. All visions should be created with caution and careful planning so they do not promise or offer something far from what is attainable. Affective Visions Vision was not used effectively at Mentor Graphics. Presence of competing visions existed and it continued to change for several years while the management tried to get a hold on their fear of failure. Their initial vision "Build Something That People Will Buy" was not a motivating for the employees but did send the message to the customer that they would get what they want. Mentor Graphics experienced all three of the debates of linking vision to change. Their first vision drove change as it did provide intent, however it lacked specific strategy. Their second vision ("Beat Daisy"), emerged during change and was driven by the need to get back on top of the market after Daisy Systems out sold Mentor Graphics. Their final vision in the early 1990's also emerged during change. Mentor Graphics vision, early on, helped their change, but once they began to feel like they were losing business to Daisy Systems, they changed the vision and it was then a hindrance to change. Their...
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...target. Every organization has its own visions and missions. Organizational change management is inevitable to improve an organization’s strength. The speed of managerial change has not been measured in current years and sometimes it may be increasing. The fast paced and repeated improvement in skills is making changes to managerial structure. Strategic change initiatives provide the root to the strategic changes. “The Strategic Change Initiative allows individuals and organizations to discover the Great Hope. The Strategic Change Initiative is designed to respond to that Great Fear that can block our effective response in Times of Great Change” (Woll). A strategic change initiative is mainly built on the missions of the company. It is planned according to the organizational vision and it formulates the scheme which will promote a better change toward the organizational growth. The strategic change initiatives should be undertaken with a long period vision of the prospective outlook and this will be along with the mission reports and its whole objectives that will strengthen the organizational target. These initiatives will provide the way to attain organizational changes. 2. Application Analysis: The vision of the organization is connected with its existence and expertise. The mission will be according to the people’s life in the skills and products reasonable and simple to utilize. The application of this change management based on the vision and mission of the organization helps...
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...shares his experiences of the change process within organizations. He has been observing the change process for about 30 years. He studies a paradigm shift of old management models that are not compatible with today’s fast paced changing business environment and shifting global economy. The book has a lot of helpful advice about dealing with this change process. The book is a guide for today’s organizations to deal with the new technology innovation, economic uncertainty, and ever changing. It’s divided into three sections. The first two chapters discuss the reasons behind the failure of more than 100 companies of making themselves better competitors. The author discusses the reasons behind the failure of most organizations even though they throw money and effort to win, and how executives and leaders can turn the thinking processes and behavior of large groups around. Many organizations are failing because they follow the philosophy “if it’s not broke, don’t fix it”. The author calls companies to embrace transformations from the old strategy of micro-managing, constant strategizing, downsizing, and new cost-cutting approaches to the twenty-first century strategy of leading change. The author talks about how managers and leaders are quite different, and explains that manager is trained to think in a risk-limiting manner. The next section discusses Kotter’s Eight Stage Change Process that provides a detailed framework to guide leaders for change. The eight stage process are:...
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...PPT: 3. Leadership and Managing Change (Week 10) Think about: Differences between management and leadership The role of managers and leaders in change Impact of leadership on change outcomes 3. Critically analyse the influence a leader can have on the outcome of proposed organisational change with reference to the differences between leadership and management. A. The difference between the leadership and management: 1. Management is concerned with maintaining the current organisation (doing things right)-contractual exchanges and compliance. 2. Leadership is concerned with change (doing the right things) – inspirational exchanges and empowerment ( Bennis and Manus, 1985; Covey, 1996; Hayes,2010) 3. Managers and leaders attend to similar functions - but do so in very different ways. 4. However, managerial work in times of change is increasingly a leadership task (Hayes, 2010) 5. Deciding what needs to be done: Managers: Set goals, establish detailed steps; Identify and allocate resources in order to achieve these objectives. Leaders: Create vision, set a vision Develop the necessary strategies to get there 6. Developing the talent (才能)to do it: Managers: Focus on aligning(调整)resources-organising and staffing Leaders: Focus on aligning people, communicate the new direction and creating coalition to get there. 7. Ensuring that is done: Managers: Ensuring people accomplish plans through control and problem-solving. Leaders:...
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...Step One: Establishing a Sense of Urgency Establishing a sense of urgency is essential to gain the cooperation needed to initiate a greater need for change. Some leaders misjudge the difficulty to get people out of their comfort zone, or give themselves too much credit for how well they think they have already done. They could also just lack the patience required to develop appropriate urgency. Leaders should understand the importance of having a sense off urgency. If they did, they would be able to differentiate between complacency, false urgency and true urgency. Many times change initiatives fail isn’t due to being poorly thought out, or insufficient facts, the problem is that the case is all head and no heart. Leaders should “Aim for the Heart.” This way they will connect to the values of their people and encourage them to become great. The business will then bloom with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire. Step Two: Creating the Guiding Coalition Forming the right coalition of people 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...
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