Read the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item Make themchailenging butnot impossible.Relate themto all employees.Do not use themin the employeeappraisal process.Make them a meansto an end, notan end themselves.Don't let thembe limitingor restrictive.Tie them to themission and vision.Keep thelanguage simple.Keep them fewin number.FIGURE 3.6 Cautions Concerning Broad Strategic Objectives. Developing the Guiding PrinciplesFollowing are the broad objectives that translate this vi-sion into measurable terms:4. Select the final objectives. Once participants have re-solved their differences concerning the proposed objec-tives, the list is finalized. In this stage, the objectives arerewritten and edited to ensure that they meet the crite-ria set forth in Figure 3.4.5. Publicize the objectives. All stakeholders need toknow what the organization's objectives are. Employees,managers, suppliers, and even customers have a roleto play in accomplishing the organization's objectives.These stakeholders cannot play their respective rolesunless they know what the objectives are. Publicizingthe organization's objectives can be done in a numberof ways. Variety and repetition are important when try-ing to communicate. Wall posters, wallet-sized cards,newsletters, personal letters, company-wide and de-partmental meetings, videotaped presentations, andannual reports can all be used to publish and commu-nicate the organization's objectives. A rule of thumb tofollow is the more different communication vehicles used,the better. It's also a good idea to publish the objectivesalong with the vision, mission, and guiding principles.BroadlyStatedAn organization's guiding principles establish the frame-work within which it will pursue its mission. Each guidingprinciple encompasses an important organizational value.Together, all of the guiding principles represent the organiza-tion's value system-the foundation of its corporate culture.Freedom through control might be one such guidingprinciple. It is one of the cornerstones of total quality. It is aconcept that applies at all levels, from line employees throughexecutive managers. It means that once parameters have beenestablished for a given job, level, or work unit, all employeesto which the parameters apply are free to operate innovativelywithin them. In fact, they are encouraged to be innovativeand creative within established parameters. This means thatas long as they observe applicable controls, employees arefree to apply their knowledge, experience, and judgment infinding ways to do the job better. Once a method is estab-lished that is better than the existing one, that new procedureshould become the standard throughout the organization.An organization's guiding principles establish the pa-rameters within which it is free to pursue its mission. Theseprinciples might be written as follows:1. To produce organizational development products ofworld-class quality that are improved continually2. To provide organizational development services of world-class quality that areShow What theOrganizationWants toSpecificEnough toBe Measuredimproved continually3. To establish and maintain a world-class workforce at alllevels of the organizationAccomplish4. To continually increase the organization's market sharefor its existing products and servicesCharacteristicsof BroadStrategicObjectives5. To continually introduce new products and services tomeet emerging needs in the organizational developmentmarketIn Accordancewith theGuidingPrinciplesSingle-IssueFocusFive Steps for Writing Broad Strategic Objectives Inactually writing broad objectives for an organization, the fol-lowing five steps should be observed (Figure 3.5):1. Assemble input. Circulate the mission widelythroughout the organization, and ask for input con-cerning objectives. Ask all stakeholders to answer thefollowing question: "What do we have to accomplishas an organization in order to fulfill our mission?"Assemble all input received, summarize it, and prepareit for further review.FindTied Directlyto theVision/MissionCautions Concerning Broad Strategic ObjectivesBefore actually developing broad objectives for an organiza-tion, it is a good idea to become familiar with several ap-plicable cautions. These cautions are as follows (Figure 3.6):. XYZ Company will uphold the highest ethical standardsin all of its operations.. At XYZ Company, customer satisfaction is the highestpriority.. XYZ Company will make every effort to deliver the high-est quality products and services in the business.FIGURE 3.4 Characteristics of Well-Written Broad Strategic Objectives.the optimum input. Analyze the assembledinput, at the same time judging how well individualssuggestions support the organization's vision and mis-sion. Discard those suggestions that are too narrow orthat do not support the vision and mission.3. Resolve differences. Proposed objectives that remainon the list after step 2 should be discussed in greaterdepth in this step. Allow time for participants to resolvetheir differences concerning the objectives.2.. Restrict the number of objectives to just a few-fromfive to eight. This is a rule of thumb, not an absolute.Howevtives, it may be getting too specific.this list of guiding principles, the corporate valuesif an organizationrorganization do to achieve the vision? The how aspects ofstrategic planning come in the next step: developing specifictactics, projects, and activities for accomplishing broad ob-jectives. As shownganizational objectivesnore than eight objecof XYZ Company can be discerned. This company places ahigh priority on ethics, customer satisfaction, quality, stake-holder partnerships, employee input, continual improve-ment, a safe and healthy work environment, consistent peakperformance, corporate citizenship, and environmentalprotection.With these values clearly stated as theguiding principles, employees know the parameters withinwhich they must operate. When ethical dilemmas arise, asthey inevitably will in business, employees know they are ex-pected to do the right thing. If safety or health hazards areidentified in the workplace, eliminating them will be a toppriority. If employees spend their own time participating in. Keep the language simple so that the objectives are easilyunderstood by all employees at all levels of the organization.Figure 3.4, well-written and broad or-- At XYZ Company, all stakeholders (customers, suppliers,and employees) will be treated as partners.- At XYZ Company, employee input will be actively sought,carefully considered, and strategically used.. Tie all objectives not just to the mission but also to the vi-sion. All resources and efforts directed toward achieving thebroad objectives should support the mission and the vision.. Are stated broadly enough that they don't have to be con-tinually rewritten- Make sure objectives do not limitThis is best accomplished by avoiding numerical targetswhen writing them.organization'srestrict performance.. At XYZ Company, continual improvement of products,processes, and people will be the norm.. Are stated specifically enough that they are measurablebut not in terms of numbersAssemble Input. Remember that achieving objectives is a means to an end,not an end in itself (the vision is the end).I Are each focused on a single issue or desired outcome. Are tied directly to the organization's vision and mission. Are all in accordance with the organization's guidingprinciples- Clearly show what the organization wants to accomplishIn addition to having these characteristics, broad objec-tives apply to the overall organization, not to individual de-partments within the organization. In developing its broadobjectives, an organization should begin with its visionand mission. A point to keep in mind is that broad strate-gic objectives should be written in such a way that their ac-complishment will give the organization a sustainable com-petitive advantage in the marketplace. What follows is anorganizational vision presented earlier as an example and itscorresponding broad objectives:- XYZ Company will provide employees with a safe andhealthy work environment that is conducive to consistentpeak performance.- Do not use broad objectives in the employee appraisalprocess. The only aspect of the overall strategic planthat might be used in the employee appraisal process isthe specific-tactics component. This is because only thespecific tactics in the strategic plan are assigned to spe-cific teams or individuals and given specific time frameswithin which they should be completed. Broad objectives,on the other hand, are everyone's responsibility.. Relate broad objectives to all employees. This meansthere should be objectives covering the entire organiza-tion. Employees should be able to see that their work sup-ports one or more of the broad objectives.• Make broad objectives challenging but not impossible.Good objectives will challenge an organization withoutbeing unrealistic.Find Optimum Input- XYZ Company will be a good corporate neighbor in all community activities, they know it will reflect positively intheir performance appraisals because XYZ Company valuescorporate citizenship.Developing guiding principles is the responsibility ofan organization's executive management team. However, therecommended approach in a total quality organization is forexecutive managers to solicit input from all levels before fi-nalizing the guiding principles.communities where its facilities are located.Resolve Differences- XYZ Company will take all appropriate steps to protectthe environment.Finalize ObjectivesPublish ObjectivesDeveloping Broad Strategic ObjectivesBroad strategic objectives translate an organization's visionand mission into measurable terms. They represent actualtargets the organization aims at and will expend energyand resources tryingFIGURE 3.5 Steps in Writing Broad Strategic Objectives.The Institute for Corporate Competitiveness will be rec-ognized by its customers as the provider of choice for or-ganizational development products that are the best inthe world.achieve. Broad objectives are morespecific than the mission, but they are still broad. They stillfall into the realm of what rather than how. What must the

Question

Read the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item Make themchailenging butnot impossible.Relate themto all employees.Do not use themin the employeeappraisal process.Make them a meansto an end, notan end themselves.Don't let thembe limitingor restrictive.Tie them to themission and vision.Keep thelanguage simple.Keep them fewin number.FIGURE 3.6 Cautions Concerning Broad Strategic Objectives. Developing the Guiding PrinciplesFollowing are the broad objectives that translate this vi-sion into measurable terms:4. Select the final objectives. Once participants have re-solved their differences concerning the proposed objec-tives, the list is finalized. In this stage, the objectives arerewritten and edited to ensure that they meet the crite-ria set forth in Figure 3.4.5. Publicize the objectives. All stakeholders need toknow what the organization's objectives are. Employees,managers, suppliers, and even customers have a roleto play in accomplishing the organization's objectives.These stakeholders cannot play their respective rolesunless they know what the objectives are. Publicizingthe organization's objectives can be done in a numberof ways. Variety and repetition are important when try-ing to communicate. Wall posters, wallet-sized cards,newsletters, personal letters, company-wide and de-partmental meetings, videotaped presentations, andannual reports can all be used to publish and commu-nicate the organization's objectives. A rule of thumb tofollow is the more different communication vehicles used,the better. It's also a good idea to publish the objectivesalong with the vision, mission, and guiding principles.BroadlyStatedAn organization's guiding principles establish the frame-work within which it will pursue its mission. Each guidingprinciple encompasses an important organizational value.Together, all of the guiding principles represent the organiza-tion's value system-the foundation of its corporate culture.Freedom through control might be one such guidingprinciple. It is one of the cornerstones of total quality. It is aconcept that applies at all levels, from line employees throughexecutive managers. It means that once parameters have beenestablished for a given job, level, or work unit, all employeesto which the parameters apply are free to operate innovativelywithin them. In fact, they are encouraged to be innovativeand creative within established parameters. This means thatas long as they observe applicable controls, employees arefree to apply their knowledge, experience, and judgment infinding ways to do the job better. Once a method is estab-lished that is better than the existing one, that new procedureshould become the standard throughout the organization.An organization's guiding principles establish the pa-rameters within which it is free to pursue its mission. Theseprinciples might be written as follows:1. To produce organizational development products ofworld-class quality that are improved continually2. To provide organizational development services of world-class quality that areShow What theOrganizationWants toSpecificEnough toBe Measuredimproved continually3. To establish and maintain a world-class workforce at alllevels of the organizationAccomplish4. To continually increase the organization's market sharefor its existing products and servicesCharacteristicsof BroadStrategicObjectives5. To continually introduce new products and services tomeet emerging needs in the organizational developmentmarketIn Accordancewith theGuidingPrinciplesSingle-IssueFocusFive Steps for Writing Broad Strategic Objectives Inactually writing broad objectives for an organization, the fol-lowing five steps should be observed (Figure 3.5):1. Assemble input. Circulate the mission widelythroughout the organization, and ask for input con-cerning objectives. Ask all stakeholders to answer thefollowing question: &#34;What do we have to accomplishas an organization in order to fulfill our mission?&#34;Assemble all input received, summarize it, and prepareit for further review.FindTied Directlyto theVision/MissionCautions Concerning Broad Strategic ObjectivesBefore actually developing broad objectives for an organiza-tion, it is a good idea to become familiar with several ap-plicable cautions. These cautions are as follows (Figure 3.6):. XYZ Company will uphold the highest ethical standardsin all of its operations.. At XYZ Company, customer satisfaction is the highestpriority.. XYZ Company will make every effort to deliver the high-est quality products and services in the business.FIGURE 3.4 Characteristics of Well-Written Broad Strategic Objectives.the optimum input. Analyze the assembledinput, at the same time judging how well individualssuggestions support the organization's vision and mis-sion. Discard those suggestions that are too narrow orthat do not support the vision and mission.3. Resolve differences. Proposed objectives that remainon the list after step 2 should be discussed in greaterdepth in this step. Allow time for participants to resolvetheir differences concerning the objectives.2.. Restrict the number of objectives to just a few-fromfive to eight. This is a rule of thumb, not an absolute.Howevtives, it may be getting too specific.this list of guiding principles, the corporate valuesif an organizationrorganization do to achieve the vision? The how aspects ofstrategic planning come in the next step: developing specifictactics, projects, and activities for accomplishing broad ob-jectives. As shownganizational objectivesnore than eight objecof XYZ Company can be discerned. This company places ahigh priority on ethics, customer satisfaction, quality, stake-holder partnerships, employee input, continual improve-ment, a safe and healthy work environment, consistent peakperformance, corporate citizenship, and environmentalprotection.With these values clearly stated as theguiding principles, employees know the parameters withinwhich they must operate. When ethical dilemmas arise, asthey inevitably will in business, employees know they are ex-pected to do the right thing. If safety or health hazards areidentified in the workplace, eliminating them will be a toppriority. If employees spend their own time participating in. Keep the language simple so that the objectives are easilyunderstood by all employees at all levels of the organization.Figure 3.4, well-written and broad or-- At XYZ Company, all stakeholders (customers, suppliers,and employees) will be treated as partners.- At XYZ Company, employee input will be actively sought,carefully considered, and strategically used.. Tie all objectives not just to the mission but also to the vi-sion. All resources and efforts directed toward achieving thebroad objectives should support the mission and the vision.. Are stated broadly enough that they don't have to be con-tinually rewritten- Make sure objectives do not limitThis is best accomplished by avoiding numerical targetswhen writing them.organization'srestrict performance.. At XYZ Company, continual improvement of products,processes, and people will be the norm.. Are stated specifically enough that they are measurablebut not in terms of numbersAssemble Input. Remember that achieving objectives is a means to an end,not an end in itself (the vision is the end).I Are each focused on a single issue or desired outcome. Are tied directly to the organization's vision and mission. Are all in accordance with the organization's guidingprinciples- Clearly show what the organization wants to accomplishIn addition to having these characteristics, broad objec-tives apply to the overall organization, not to individual de-partments within the organization. In developing its broadobjectives, an organization should begin with its visionand mission. A point to keep in mind is that broad strate-gic objectives should be written in such a way that their ac-complishment will give the organization a sustainable com-petitive advantage in the marketplace. What follows is anorganizational vision presented earlier as an example and itscorresponding broad objectives:- XYZ Company will provide employees with a safe andhealthy work environment that is conducive to consistentpeak performance.- Do not use broad objectives in the employee appraisalprocess. The only aspect of the overall strategic planthat might be used in the employee appraisal process isthe specific-tactics component. This is because only thespecific tactics in the strategic plan are assigned to spe-cific teams or individuals and given specific time frameswithin which they should be completed. Broad objectives,on the other hand, are everyone's responsibility.. Relate broad objectives to all employees. This meansthere should be objectives covering the entire organiza-tion. Employees should be able to see that their work sup-ports one or more of the broad objectives.• Make broad objectives challenging but not impossible.Good objectives will challenge an organization withoutbeing unrealistic.Find Optimum Input- XYZ Company will be a good corporate neighbor in all community activities, they know it will reflect positively intheir performance appraisals because XYZ Company valuescorporate citizenship.Developing guiding principles is the responsibility ofan organization's executive management team. However, therecommended approach in a total quality organization is forexecutive managers to solicit input from all levels before fi-nalizing the guiding principles.communities where its facilities are located.Resolve Differences- XYZ Company will take all appropriate steps to protectthe environment.Finalize ObjectivesPublish ObjectivesDeveloping Broad Strategic ObjectivesBroad strategic objectives translate an organization's visionand mission into measurable terms. They represent actualtargets the organization aims at and will expend energyand resources tryingFIGURE 3.5 Steps in Writing Broad Strategic Objectives.The Institute for Corporate Competitiveness will be rec-ognized by its customers as the provider of choice for or-ganizational development products that are the best inthe world.achieve. Broad objectives are morespecific than the mission, but they are still broad. They stillfall into the realm of what rather than how. What must the

Accepted Answer

Strategic objectives are broad statements of direction that make a bridge from your vision to the…