Part 02 – The Power of Vision
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Φ APPLICATION
Agreement On Direction – Planning Guide
Directions
Use the following worksheets to review the past, evaluate the present, and plan the future of an
organization or group.
Yesterday – Individual, Community, and Societal Influences
Pre-1990
Forces and Impactors – People and Events
Individual Company/Organization Industry/Profession/
Society
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
1990’s
Forces and Impactors – People and Events
Individual Company/Organization Industry/Profession/
Society
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
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2000 to Present
Forces and Impactors – People and Events
Individual Company/Organization Industry/Profession/
Society
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
_________________ ________________________ _________________________
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Prouds and Sorries
Today
Company/Organization
Organizational
Elements Prouds Sorries
People _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
Products _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
Policies _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
Processes _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
Practices _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
etc. _________________________ __________________________
_________________________ __________________________
_________________________ __________________________
_________________________ __________________________
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Planning Guide
A vision without a task is a dream,
A task without a vision is drudgery,
A vision with a task is the hope of the world.
Church window in Sussex, England, c. 1730
Central Purpose or Mission
(Reason for Existence)
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A vision is: – Leader initiated
– Shared and supported by members
– Comprehensive and detailed
– Positive and inspiring
− Vision −
Part 02 – The Power of Vision
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Planning Guide (continued)
Broad Goals to Achieve the Mission
(Enduring Intentions to Act)
1. ______________________________________________________
______________________________________________________
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2. ______________________________________________________
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3. ______________________________________________________
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4. ______________________________________________________
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5. ______________________________________________________
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______________________________________________________
− Vision −
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Planning Guide (continued)
Core Values
(To Measure the Rightness and Wrongness of Policies and Action)
• _______________________________________________________
_______________________________________________________
_______________________________________________________
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• _______________________________________________________
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• _______________________________________________________
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− Vision −
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Planning Guide (continued)
Customers/Clients:
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
Employees/Members:
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
Owners/Managers:
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
Society:
• ________________________________________________________________
• ________________________________________________________________
• ________________________________________________________________
• ________________________________________________________________
Others:
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
• _________________________________________________________________
– Vision –
− −
Stakeholders and Benefits
(What It Will Mean to Achieve the Vision)
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Planning Guide (continued)
Strengths:
• _________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Weaknesses:
• _________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Opportunities:
• _________________________________________________________________
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_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Threats:
• ________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
_________________________________________________________________
_________________________________________________________________
− Strategic Planning −
SWOT Analysis
(Environmental Scan)
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Planning Guide (continued)
Short – term:
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
Intermediate:
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
Long – term:
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
• ________________________________________________________________
________________________________________________________________
− Strategic Planning −
Strategic Initiatives (strategic, measureable, realistic, timely (SMART)
obectives)
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Planning Guide (continued)
CRITICAL SUCCESS FACTORS
(What Great Performance Looks Like)
1)
2)
3)
4)
5)
6)
− Strategic Planning −
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Planning Guide (continued)
Players
PLAYERS
− Strategic Planning −
Adversaries
_____________________________
_______________________
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Allies
_____________________________
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Planning Guide (continued)
− Tactical Planning −
Specific Assignments
(Projects and Activities)
Individual or Unit A Current New
__________________________ ____________________ __________________
________________________ __________________ _________________
________________________ __________________ _________________
Individual or Unit B Current New
________________________ __________________ _________________
________________________ __________________ _________________
________________________ __________________ _________________
Individual or Unit C Current New
________________________ __________________ _________________
________________________ __________________ _________________
________________________ __________________ _________________
Individual or Unit D Current New
________________________ __________________ _________________
________________________ __________________ _________________
________________________ __________________ _________________
Individual or Unit E Current New
________________________ __________________ _________________
________________________ __________________ _________________
________________________ __________________ _________________
Individual or Unit F Current New
________________________ __________________ _________________
________________________ __________________ _________________
________________________ __________________ _________________
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Φ APPLICATION
The Importance of Vision
Consider the Credo of Johnson & Johnson
We believe out first responsibility is to the doctors, nurses, and patients, to mothers and fathers
and all others who use our products and services. In meeting their needs everything we do must
be high quality. We must constantly strive to reduce our costs in order to maintain reasonable
prices. Customers’ orders must be serviced promptly and accurately. Our suppliers and
distributors must have an opportunity to make a fair profit.
We are responsible to our employees, the men and women who work with us throughout the
world. Everyone must be considered as an individual. We must respect their dignity and
recognize their merit. They must have a sense of security on their jobs. Compensation must be
fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to
help our employees fulfill their family responsibilities. Employees must feel free to make
suggestions and complaints. There must be equal opportunity for employment, development and
advancement for those qualified. We must provide competent management, and their actions
must be just and ethical.
We are responsible to the communities in which we live and work and to the world
community as well. We must be good citizens — support good works and charities and bear our
fair share of taxes. We must encourage civic improvements and better health and education. We
must maintain in good order the property we are privileged to use, protecting the environment and
natural resources.
Our final responsibility is to our stockholders. Business must make a sound profit. We must
experiment with new ideas. Research must be carried on, innovative programs developed and
mistakes paid for. New equipment must be purchased, new facilities provided and new products
launched. Reserves must be created to provide for adverse times. When we operate according to
these principles, the stockholders should realize a fair return.
Assignment: Discuss the importance of having a vision for organization success, and use true-life
examples to support these views.
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Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Φ APPLICATION
What Makes A Good Business Plan
Prepare a business plan, approximately 5 pages, including:
1. An executive summary (3 or 4 paragraphs)
• Description of the company/organization – what it is, it’s size, it’s growth (future plan)
• Current stage of development – 2 or 3 strengths, 1 or 2 accomplishments
• Makeup and status of senior management team – number, experience, chart
2. A marketing section ( 3 or 4 paragraphs)
• Information on the industry the company/organization is competing in – trends, profit
potential
• Marketing plan – customer/client profile; market needs; geographic analysis of market
• Analysis of how and why the company/organization’s marketing efforts are different
from competitors’, especially unique strengths
3. A products and services section (3 or 4 paragraphs)
• Description of product or service and where it is in life cycle (new or mature)
• Future product research and development efforts
• The status of copyright or patent applications
4. A manufacturing/production and distribution section (3 or 4 paragraphs)
• Description of the logistics of manufacturing/production process
• Current manufacturing/production capacity and percentage of use
• Description of the distribution system
5. A financial information section (3 or 4 paragraphs)
• financial statements for current year and three previous years, if applicable (Appendix)
• Financial projections for the next three to five years (including basis assumptions for
sales, cost of sales, cash flow, balance sheets and key statistics such as current ratios,
debt/equity ratio, and inventory turnovers)
• Listing of current lawsuits filed by or against the company/organization
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A good business plan is readable, interesting, complete, and to the point (approximately 5 pages,
plus appropriate appendices). Appendices can include division/department action plans, financial
and other supporting data, time line of projected goals and activities.
Activity: Prepare a business plan for a company/organization.
DISCUSSION QUESTIONS AND ACTIVITIES
To personalize the subject of the power of vision, ask your students to consider questions such as
these:
1. Discuss the power of vision as it relates to leadership effectiveness.
2. How does Martin Luther King, Jr. evoke his vision of what could and should be in his famous
“I Have a Dream” speech? Has our American society achieved this ideal dream?
3. What forces—people and events—have influenced current attitudes toward leadership in the
American workplace?
4. Describe the psychological climate of your organization. Discuss current strengths and
weaknesses.
5. What role does leadership play in determining the climate in your organization? Give
examples of leaders and their influence.
6. Consider the folklore of your organization. What stories are told about people and events?
Are these positive or negative? What does this suggest about the organizational climate?
7. Gather into groups to discuss organizational climate? Who has experienced an exploitive or
impoverished climate? Who has experienced a supportive or enlightened climate? What
should organizations do to develop a healthy climate—reward systems, organizational clarity,
standards of performance, warmth and support, leadership practices, etc.? Be specific.
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8. Consider examples of organizational success stories in the private, public and non-profit
sectors. What influence does organizational climate have on the success of these
organizations?