- vision, - A general statement of an organizations intended direction that evokes emotional feeling in its members - Dream that energizes - Describes desired future state - mission, - A broad outline of the firms purpose that communicate: Who we are? What we do? Where we are headed? - Combination of the corporate purpose, strategy, values, standards, and behaviours - values, - goals, - objectives, - etc.:
* Control - performance indicators, - control systems, - etc.),
* Ethical and moral considerations,
Newlands vision is to be the recognized leader in the area by providing a high quality customer service and golf course to our clientele.
Newlands mission is to exceed our members, customers and employees expectations by always taking into account their feedback by capturing value from customers to create profits and customer quality.
Values: We value every person that comes to our golf course and embrace the following values for our achievement: respect, short and long-lasting profitable relationships, trust and happiness.
Objective: - Our main goal defined was to be the best golf course after five active years in our territory taking in consideration the advice of our board executives, tourists, members and employees and constantly keeping track of the markets evolution (market study). - Keep both members and employees satisfied with the golf course installations and the atmosphere.
Who is the target customer for the organization's products and services? Where are the customers and how do they buy? What is considered "value" to the customer? Which businesses, products and services should be included or excluded from the portfolio of offerings? What is the geographic scope of the business? What differentiates the company from its competitors in the eyes of customers and other stakeholders? Which skills and resources should be developed within the firm? What are the important opportunities and risks for the organization? How can the firm grow, through both its base business and new business? How can the firm generate more value for investors? [10][11]
Control
Ethical and moral considerations - Contrat - Values
Planning Phase Our organisation took the decision to plan in a non-collegial way. While still trying to take unanimous decisions, we decided that having a chairman would save time and avoid conflict. In addition, to achieve our primary goal, we subdivided the organisation into department teams, being a Course team, Restaurant/Bar team, a Pro shop team and a Tournament team. A contract was developed to write down the organisations values to set clear expectations and allow every team to work in the same way. We use information based communication medias such as Google drive and Facebook to communicate constantly and we meet once a week to review results and feedbacks and take administrative decisions. In addition, minutes of the meetings are written every week to assure task execution according to time limits (see Annex 1: Minutes of meetings, p.5). All of our plans are following the criteria that we are operating a high quality golf course. We chose this market because we were aiming experienced players and individuals with higher revenue. Finally, constant communication and analysis is, according to us, the key to success.
Conclusion To sum up, the Newlands management team will pay special attention to the opinions and suggestions of the golf course members, the visitors and our employees to improve the weaknesses found during the test year and the first year. The main areas to improve are the restaurant and the pro shop. We received negative feedback from our customers and our employees. In addition, we were not capable of selling all of our stock. Newland will keep the same business strategy at least for the next year. However, we may consider changing our strategy if we are not able to have our full customers satisfaction and if we do not rank ourselves higher.
CONTROL
- Types of control: Financial - customer - Current issues in control: Customer and Budget
Controlling the performance is important to achieve control - Performance: Team .. end result of an activity - Performance Standards: specific goals created during the planning process
Control process A three step process: 1. Measuring actual performance Market Study (written report, Statistical reports) + Oral reports: customers and employee opinions
2. Comparing the performance against a standard: Determines the degree of variation between actual performance and the standard-
Benchmarking: Benchmarking: Market Study (5000$) Benchmarking is the search for the best practices contributing to the performance of competitors and non-competitors A standard of excellence against which to measure and compare Essentially, learning from others Can also be used to identify specific performance gaps
3. Taking action to correct deviations or inadequate standards: Manager may decide to do nothing but other decisions may be required, such as ... 1. Correcting actual performance With immediate corrective action With basic corrective action Both actions depend on the cost-benefit of taking either action 2. Revise the standard
Manage change: - Customers constantly changing price too high price too low - Managers have to be open to change - As 1 st years > lots of changes in equipment and innov