We create an inclusive and supportive university community in which achievements are celebrated and rewarded. Our people have the opportunity to enrich their lives and pursue their goals.
Mission, vision and, values, statement - ppd procurement
We encourage the pursuit of innovation and opportunities. We act with integrity and professionalism and uphold the highest ethical standards. We are committed to transparency and accountability. Our decisions ensure responsible stewardship of the Universitys resources, reputation and values. We lead by example in all areas including our who approaches to sustainability. Mutual Respect and diversity. Supporting our people, we promote diversity in the University community through our people, ideas and cultures. We create a vibrant, inclusive environment in which ideas flourish and future generations, regardless of background are empowered. We respect our colleagues and work together for shared success. Uq ensures the safety and wellbeing of our people.
It is intended to serve as a clear guide for navigating the institution through current and future courses of action. The statement must align with the strategic directions of the University. A vision should be forward looking and active. UQ: knowledge leadership for a better world. Values, values are important and enduring beliefs or ideals shared by the members of a culture about what is good or desirable and what is not. Values exert major influence on the behaviour of an individual and serve as broad guidelines in all situations. Pursuit of excellence, we strive for excellence, seeking to apply the highest standards to benefit our communities. Creativity and independent thinking, honesty and accountability, we welcome new ideas from our staff and students as well as from our alumni and our external partners. We support intellectual freedom, courage and creativity.
Our Mission, vision and Values will guide our future strategies and priorities. They provide tools to guide day-to-day processes and behaviours, and be reflected in all our decisions and activities, including: monitoring policies and procedures, ensuring that the right activities are valued and rewarded; and helping to ensure consistent purpose and commitment from our institutions leaders. The values of the University will be implemented through the strategic plan and supported by a set of principles and organisational objectives that will guide decisions and behaviour. Mission, a mission statement defines the purpose of an organization and answers three questions about why an organization exists what it does, who it does it for and how it does. The University of queensland positively influences society by engaging in the pursuit of excellence through the creation, preservation, transfer and application of knowledge. Uq helps shape the future by bringing together and developing leaders in their fields to inspire the next generation and to advance ideas that benefit the world. Uq strives for the personal and professional success of its students, staff and alumni. Vision, a vision statement is an aspirational description of what an organization would like to achieve or accomplish.
Mission, vision and Values Statement Stepping Stones learning
Mission Statement, our mission is to provide a multilingual, flexible and free platform for digital publishing and collaboration, made and sustained by volunteers. The platform should be stable, secure and extensible. Adapting the latest technologies to the core product to be innovative and renewing as a platform. Our mission is to provide a stable tool for agencies, web-builders, smbs and non-profits to easily build, extend, maintain and edit an online publishing platform. For our end users our aim is that they are able to input, edit and distribute content within the cms frontend without a big learning curve. Vision Statement, establish, maintain and support a global community of resume volunteers. Open source software that is free, secure, and high-quality.
Engage ourself as a socially responsible project. Build trust with all our users and therefore becoming a stronger community. Communicate openly on all levels of the community and about our software. Act autonomously as a project, key values, freedom. Equality, trust, community, collaboration, usability, transparency.
The visionary goals are the lofty objectives that the firm's management decides to pursue. This vision describes some milestone that the firm will reach in the future and may require a decade or more to achieve. In contrast to the core ideology that the firm discovers, visionary goals are selected. These visionary goals are longer term and more challenging than strategic or tactical goals. There may be only a 50 chance of realizing the vision, but the firm must believe that it can.
Collins and Porras describe these lofty objectives as "Big, hairy, audacious goals." These goals should be challenging enough so that people nearly gasp when they learn of them and realize the effort that will be required to reach them. Most visionary goals fall into one of the following categories: Target - quantitative or qualitative goals such as a sales target or Ford's goal to "democratize the automobile." Common enemy - centered on overtaking a specific firm such as the 1950's goal of Philip-Morris. Role model - to become like another firm in a different industry or market. For example, a cycling accessories firm might strive to become "the nike of the cycling industry." Internal transformation - especially appropriate for very large corporations. For example, ge set the goal of becoming number one or number two in every market it serves. While visionary goals may require significant stretching to achieve, many visionary companies have succeeded in reaching them. Once such a goal is reached, it needs to be replaced; otherwise, it is unlikely that the organization will continue to be successful. For example, ford succeeded in placing the automobile within the reach of everyday people, but did not replace this goal with a better one and General Motors overtook ford in the 1930's.
Character Scrapbook - scholastic
While firms exist to about earn a profit, the profit motive should not be highlighted in the mission statement for since it provides little direction to the firm's employees. What is more important is how the firm will earn its profit since the "how" is what defines the firm. Initial attempts at stating a core purpose often result in too specific of a statement that focuses on a product or service. To isolate the core purpose, it is useful to ask "why" in response to first-pass, product-oriented mission statements. For example, if a market research firm initially states that its purpose is to provide market research data to its customers, asking "why" leads to the fact that the data is to help customers better understand their markets. Continuing to ask "why" may lead to the revelation that the firm's core purpose is to assist its clients in reaching their objectives by helping them to better understand their markets. The core purpose and values of the firm are not selected - they are discovered. The stated ideology should not be a goal or aspiration but rather, it should portray the firm as it really. Any attempt to state a value that is not already held by the firm's employees is likely to not be taken seriously.
the core values are not appreciated, then the firm should seek new markets where its core values are viewed as an asset. For example, if innovation is a core value but then 10 years down the road innovation is no longer valued by the current customers, rather than change its values the firm should seek new markets where innovation is advantageous. The following are a few examples of values that some firms has chosen to be in their core: excellent customer service pioneering technology creativity integrity social responsibility, core purpose, the core purpose is the reason that the firm exists. This core purpose is expressed in a carefully formulated mission statement. Like the core values, the core purpose is relatively unchanging and for many firms endures for decades or even centuries. This purpose sets the firm apart from other firms in its industry and sets the direction in which the firm will proceed. The core purpose is an idealistic reason for being.
The core ideology is not created in a mission statement; rather, the mission statement is simply an expression of what already best exists. The specific phrasing of the ideology may change with the times, but the underlying ideology remains constant. The three components of the business vision can be portrayed as follows: Core, values, core, purpose, business, vision, visionary. Goals, core values, the core values are a few values (no more than five or so) that are central to the firm. Core values reflect the deeply held values of the organization and are independent of the current industry environment and management fads. One way to determine whether a value is a core value to ask whether it would continue to be supported if circumstances changed and caused it to be seen as a liability. If the answer is that it would be kept, then it is core value. Another way to determine which values are core is to imagine the firm moving into a totally different industry.
Jojo, moyes - wikipedia
While a business must continually adapt to its competitive environment, there are certain core ideals that remain relatively steady and provide guidance in the process of strategic decision-making. These unchanging ideals form the business vision and are expressed in the company mission statement. In their 1996 article entitled, lined building your Company's Vision, james Collins and Jerry porras provided a framework for understanding business vision and articulating it in a mission statement. The mission statement communicates the firm's core ideology and visionary goals, generally consisting of the following three components: Core values to which the firm is committed. Core purpose of the firm, visionary goals the firm will pursue to fulfill its mission. The firm's core values and purpose constitute its core ideology and remain relatively constant. They are independent of industry structure and the product life cycle.