Mission and vision statements

 

 

A. Discuss aspects of the company from the provided scenario by doing the following:

1. Describe in detail how each of the following aspects from the scenario affect the company’s decision-making process:

• company culture

• organizational structure

• strategic direction, including mission and vision statements

2. Describe in detail how the company’s culture could affect the market entry strategy.

3. Discuss in detail whether the organizational structure is an advantage or disadvantage to the company and explain why.

 

B. Discuss the company’s product from the provided scenario by doing the following:

1. Describe specific characteristics of the emerging market that affect the company’s product.

2. Discuss in detail how either a new product or an improvement to the company’s existing product would meet the market characteristics identified in part B1.

a. Include details of each of the steps the company would take in the design thinking process for the new or improved product from part B2.

b. Choose three of the following aspects from the scenario, and provide a detailed discussion of their effect on the design thinking process for the new or improved product from part B2:

• company culture

• emerging market culture

• company ethics

• emerging market ethics

• organizational structure

• global legal systems

3. Discuss in detail how the company’s ethical statement from the scenario influences the market entry strategy.

 

Sample Solution

Mission and Vision Statements

Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. A company’s culture influences decisions by its members and the way in which it influences its members’ acceptance or rejection of the decision. This means that when the manager is making decisions, he/she must consider more things to ensure the decision can work out efficiently. The mission and vision statements of a company help direct the organizational strategy. It help businesses to outline performance standards and metrics based on the goals they want to achieve. Another most important contributor to the way decisions are made in a company is its organizational structure. The way relationships are defined between managers and individual contributors in turn defines the mode of communication, the types of conflicts that can arise, and the way teams can resolve them. The organizational structure is an advantage to the company because segregating the workforce according to function clarifies organizational responsibility and allocation of tasks.

After the bombings occurred, it is important not only for the emergency services to recover from such an incident as this in order to better prepare for a future terrorist attack, but how the city can recover from this is even more important especially for the citizens of the country. Currently there are four major trauma centres in London which would deal with the most seriously injured patients, while others would be sent to other hospitals, which all have good alerting systems to ensure they are prepared and there are adequate numbers of staff available. There is also an ability, because of national structures, to move patients to other parts of the country if necessary. In the event of unusual or unexpected injuries there is provision to get advice from specialists from around the country. London’s emergency services have evolved massively and took the experiences of 7/7, and updated their operations. More staff across all the services are trained to a higher level of first aid. Medical equipment, from defibrillators to tourniquets, is more widely available across the city and carried in more emergency vehicles. Nationally, partly as a consequence of 7/7, the government rolled out the Joint Emergency Services Interoperability Programme in 2012. According to its website, it is “aimed to improve the ways in which police, fire and ambulance services work together at major and complex incidents”. In London, joined-up training takes place more intensively and frequently than ever before. Just ahead of the 10-year anniversary on 7/7, Operation Strong Tower took place on the city’s streets. Fourteen different agencies and 2,000 people took part in the drill. Balaclava-wearing actors marched through the streets with AK47s, setting off “bombs” and “killing” other actors as the emergency services practised their response. Heavy investment has gone into communications since 7/7, from better equipment and technology to more staff. Logs are now recorded digitally, not written on paper. Both the British Transport Police and LAS were quick to develop a communications and control network that can handle multiple major incidents all at once so they are not again overwhelmed. There had been some confusion about where exactly in the tunnels the Tube trains were. The London Fire Brigade struggled to work out where best to deploy them to enter the tunnels and most quickly reach the incident between Euston Square and King’s Cross. TfL now has a unique reference code for every tunnel and station and a single rendezv

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