M5D2: Vision Image of a vision board in which terms related to vision planning are listedA vision states the long-term aspirations, and directions, of an organization. Visions are not static and must evolve as an organization evolves, especially in a rapidly changing world. Without question, you need to select the right vision if you wish to achieve a successful organizational change. This discussion provides an opportunity to create an invigorating, functional vision statement and explain why it is applicable to the organization. Hinterhuber and Popp state that “having a vision is behind any new, entrepreneurial activity or major corporate change program” (as cited in Palmer, Dunford, & Akin, 2009, p. 249). Considering this, respond to the following: • Choose any company you are familiar with and develop a new vision statement that is more appropriate to their future. • Subsequently, detail how that vision is linked to its competitive advantage, organizational performance, and sustained organizational growth. Post your primary response. Read any postings already provided by your instructor or fellow students.Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 250-300 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade. Reference: Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill/Irwin.

M5D2: Vision

  • Choose any company you are familiar with and develop a new vision statement that is more appropriate to their future.
  • Subsequently, detail how that vision is linked to its competitive advantage, organizational performance, and sustained organizational growth.

 

Developing a Vision Statement

The focus on this exercise utilizes McDonald’s – one of the world’s greatest and best fast food companies. The vision statement of McDonald’s Brand states “To be the best quick service restaurant experience.” The vision statement provides being the bets by outstanding services, quality, and value addition to the customers. In the development of a new vision statement for McDonald’s functionality and competitiveness in future would entail “Being the Best of the Best” and “You’re Right where You’re Supposed to be.”

The section of Being the Best of the Best assures of competitive functioning and providing the highest quality services than their competitors. Also, making their customers have the best experience as they consider McDonald’s products (Manning & Curtis, 2014). The entity of being Right where You’re Supposed to be, entails developing McDonald’s as the home away home. The best place that can merge between workplace and home by offering the most explicit services that best suit the customers’ needs.

As the vision focus on making McDonald’s the best food company in the world, value addition and targeting customer experience is critical towards serving the larger purpose of company’s growth in future (Palmer, Dunford, & Akin, 2009). The vision presents an illuminating scenario that it has developed to the highest level in the world in a unique manner. In turn, this elevates the company to the highest standards of competitiveness. Ensuring that people have the best services guarantees increase in customers and consumption volumes. Hence, sets the organization on a course of strong competitiveness and sustained growth in the future.

 

References

Manning, G., & Curtis, K. (2014). The art of leadership. (5th Ed.). Tata McGraw-Hill Education. ISBN#: 978-0077862459

Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Irwin.

 

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