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chapter2.pptxLearning Objectives: Chapter 2
Define vision and mission and distinguish between them
Understand SMART goals
Understand the complexities associated with assessing organizational performance
Understand how thinking and acting entrepreneurially can help organizations and individuals
List and define the five dimensions of an entrepreneurial orientation
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Importance of Vision
Vision: What the organization aspires to become in the future
A key tool for inspiring the people in an organization
Well-constructed visions clearly articulate an organization’s aspirations and can give an organization an edge over its rivals
The best visions are inspirational, clear, memorable, and concise
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Vision Statements
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Alcoa is the world’s third largest producer of aluminum.
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Visions Statements
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Vision Statements
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Vision Statements
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Vision Statements
A world where everyone has a decent place to live.
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Vision Statements
To become a world leader at connecting people to wildlife and conservation.
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Vision Statements
Our vision is that people everywhere will share the power of a wish.
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Eight-year old Make-A-Wish child Janiya Penny reacts after meeting President Barack Obama as he welcomes her family to the Oval Office, Aug. 8, 2012.
Mission statement: We grant the wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength and joy.
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Mission Statements
Mission: States the reasons for an organization’s existence
Well-written mission statements effectively capture an organization’s identity
Answers the fundamental question of “who are we?
Reflects on the organization’s past and present
States why the organization exists and what role it plays in the society
The best are clear, memorable, and concise
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Mission Statements
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Mission Statements
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Mission Statements
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Crafting Strategy
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SMART Goals
An organization’s vision and mission offer a broad, overall sense of the organization’s direction. To work toward achieving these overall aspirations, organizations also need to create goals—narrower aims that should provide clear and tangible guidance to employees as they perform their work on a daily basis.
S – Specific
M – Measurable
A – Aggressive
R – Realistic
T – Time-bound
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A goal is specific if it is explicit rather than vague. A goal is measurable to the extent that whether the goal is achieved can be quantified. A goal is aggressive if achieving it presents a significant challenge to the organization. A series of research studies have demonstrated that performance is strongest when goals are challenging but attainable. Such goals force people to test and extend the limits of their abilities. Realistic goals are feasible. Goals should be time-bound through the creation of deadlines
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SMART Goals
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SMART Goals
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SMART Goals
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SMART Goals
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SMART Goals
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Creating SMART Goals
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Assessing Organizational Performance
Organizational performance: How well an organization is doing at reaching its vision, mission, and goals
A multidimensional concept
Vital aspect of strategic management
Assists executives in knowing how well their organizations are performing
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Assessing Organizational Performance
Performance measure: A metric along which organizations can be gauged
Used by executives to examine measures such as profits, stock price, and sales
Helps understand how well an organization is competing in the market
Performance referent: Benchmark used to make sense of an organization’s standing along a performance measure
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Financial Performance Measures and Referents
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The Balanced Scorecard
An approach to assessing performance that targets managers’ attention on four areas:
Financial – “How do we look to shareholders?”
Customer – “How do customers see us?”
Internal business process – “What must we excel at?”
Learning and growth - “Can we continue to improve and create value?”
Helps managers resist the temptation to fixate on financial measures, and instead monitor a diverse set of important measures
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The Balanced Scorecard
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The Triple Bottom Line
Provides a tool to help executives focus on performance targets beyond profits alone
Emphasizes the three Ps
People (Social concerns)
Planet (Environmental concerns)
Profits (Economic concerns)
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The Triple Bottom Line
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Assessing Performance
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six blind men set out to “see” what an elephant was like. The first man touched the elephant’s side and believed the beast to be like a great wall. The second felt the tusks and thought elephants must be like spears. Feeling the trunk, the third man thought it was a type of snake. Feeling a limb, the fourth man thought it was like a tree trunk. The fifth, examining an ear, thought it was like a fan. The sixth, touching the tail, thought it was like a rope. If the men failed to communicate their different impressions they would have all been partially right but wrong about what ultimately mattered. This story parallels the challenge involved in understanding the multidimensional nature of organization performance because different measures and referents may tell a different story about the organization’s performance.
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CEO Celebrity
Whole Foods CEO John Mackey’s celebrity status was amplified when it was revealed that he had posted negative information online about competitor Wild Oats.
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“At some point in the past 10 years I went from being a relatively unknown person to becoming a public figure. I regret not having the wisdom to recognize this fact until very recently.”
The CEO as Celebrity
Advantages
Serves as an intangible asset for the CEO’s firm - may increase opportunities available to the firm
Hiring or developing a celebrity CEO may increase stock price, enhance a firm’s image, and improve the morale of employees and other stakeholders
Disadvantages
Magnifies any gaps between actual and expected firm performance
Faces larger and more lasting reputation erosion if their performance and behavior is inconsistent with their celebrity image
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Types of CEOs
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Entrepreneurial Orientation
Processes, practices, and decision-making styles of organizations that act entrepreneurially
An organization’s level of EO can be understood by examining how it stacks up relative to five dimensions:
Innovativeness
Proactiveness
Risk taking
Competitive aggressiveness
Autonomy
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Entrepreneurial Orientation
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Entrepreneurial Orientation
https://www.youtube.com/watch?v=1hc49hI8soQ
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Entrepreneurial Orientation
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Entrepreneurial Orientation
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Entrepreneurial Orientation
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Entrepreneurial Orientation
An entrepreneurial orientation is also important for nonprofit and/or public organizations
“If anything, relative to for-profits, there is a need for more creativity in managing multiple stakeholders with conflicting demands; heightened imagination in finding ways to garner, combine, and deploy scarce resources; and enhanced innovation in addressing vexing social problems” (Morris et al., 2011: p. 950).
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Promoting an Entrepreneurial Orientation
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Chapter 2: Key Takeaways
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Strategic leaders need to ensure that their organizations have three types of aims. A vision states what the organization aspires to become in the future. A mission reflects the organization’s past and present by stating why the organization exists and what role it plays in society. Goals are the more specific aims that organizations pursue to reach their visions and missions. The best goals are SMART: specific, measurable, aggressive, realistic, and time-bound.
Organizational performance is a multidimensional concept, and wise managers rely on multiple measures of performance when gauging the success or failure of their organizations.
CEOs should be aware of and manage the potential for increased scrutiny associated with their status.
Building an entrepreneurial orientation can be valuable to organizations and individuals alike in identifying and seizing new opportunities. Entrepreneurial orientation consists of five dimensions: (1) autonomy, (2) competitive aggressiveness, (3) innovativeness, (4) proactiveness, and (5) risk taking.
