1.1. What is a vision statement?

The vision statement for Swissmetal The Restructuring of 2002-2009 is its strategic plan for the future – it defines what and where Swissmetal The Restructuring of 2002-2009 Company wants to be in the future. The vision statement for Swissmetal The Restructuring of 2002-2009 is a document identifying the goals of Swissmetal The Restructuring of 2002-2009 to facilitate its strategic, managerial, as well as general decision making processes.

1.2. Components of the vision statement

1.2.1. Concise

The vision statement of Swissmetal The Restructuring of 2002-2009 is brief and to the point. This means that the company has not used long dialects and dialogues to delivers its opinion ad stance to the public and relevant stakeholders. The vision statement should be brief and comprehensive – it should communicate the essence of the business, and its future plans to help the stakeholders understand its business philosophy and business strategy.

1.2.2. Encompassing description

The vision statement of Swissmetal The Restructuring of 2002-2009 should be brief but should be holistic in nature. This means that the visions statement should be complete in its description and information of what the company desires, and how it plans to achieve its long term goals strategically. The vision statement should be a comprehensive statement identifying the company’s core strengths, which would enable it to achieve its futuristic goals.

1.3. How to develop a vision statement

The company should identify the following t be able to guide its business decisions towards future success and progress to be able to develop a successful vision statement:

1.3.1. Look at the organizational history

• When did Swissmetal The Restructuring of 2002-2009 start the business?
• How many employees did the company have during the beginning?
• The significant milestones that Swissmetal The Restructuring of 2002-2009 has achieved since being started, and when were these milestones achieved?
• Include all positive and negative milestones that Swissmetal The Restructuring of 2002-2009 has faced, and how it overcame them?
• What does Swissmetal The Restructuring of 2002-2009 enjoy the most about its business and why?

These questions will help the management and key decision makers at Swissmetal The Restructuring of 2002-2009 to critically assess the history and the various decisions that were made for Swissmetal The Restructuring of 2002-2009 and the business. These will be critically reviewed for the positive o the negative consequences they brought, and how that influenced the general business direction or Swissmetal The Restructuring of 2002-2009 to have it stand in its present position.

1.3.2. Look at the present

• What is the business landscape for Swissmetal The Restructuring of 2002-2009 currently?
• How many employees does the business have currently?
• What is the unique value proposition offered by Swissmetal The Restructuring of 2002-2009
• What are the strengths, weaknesses, opportunities and threats being faced by Swissmetal The Restructuring of 2002-2009 in the present?
• What is the financial strength of the company in the present?

These questions will help strategic managers and decision-makers identify the need of the business to progress, as well as identify the resources needed for advancement. In addition, these questions will also help Swissmetal The Restructuring of 2002-2009 in deciding the future direction it wants to take on, and how to achieve and realize that direction. Lastly, assessment of present standing for Swissmetal The Restructuring of 2002-2009 will help the business identify how it can improve the business with potential changes.

1.3.3. Look at the future of the organization

• What are the long term goals for Swissmetal The Restructuring of 2002-2009?
• What are the short term goals for Swissmetal The Restructuring of 2002-2009?
• How can the company improve its offerings?
• Which processes and ideas can be implemented to help the business gain higher effectivity and efficiency?
• What is the potential for growth for Swissmetal The Restructuring of 2002-2009?
• What are the secondary goals of the business?

These questions will allow managers and decision makers for Swissmetal The Restructuring of 2002-2009 to clearly think about where they want the business to be in the future, and how this future and its goals can be achieved and realized.

1.3.4. Identify loopholes

The process of critically assessing the past, present and future of Swissmetal The Restructuring of 2002-2009 is important for vision building because:

• It allows identification of gaps and loopholes between the present an the future
• It directs Swissmetal The Restructuring of 2002-2009 towards filling those loopholes through correct resource allocation
• It helps idea generation for enhancing business performance
• It allows strategic decision making for fueling business growth

1.4. How to implement a vision statement

1.4.1. Gathering for a meeting and idea generation

• Swissmetal The Restructuring of 2002-2009 should gather all employees from different managerial levels in groups
• These groups should work towards generating ideas based on what the organization stands for, and what it offers
• The idea generation should be based on the employee's perception
• The ideas should also involve where the progression of the company should be focused on
• In addition, the employees should also focus their ideas on foreseeing a potential future for Swissmetal The Restructuring of 2002-2009

1.4.2. Grouping similar ideas and developing drafts

• Similar ideas should be grouped
• Senior level employees should develop and compare descriptions for grouped ideas
• The grouped ideas should be categorized according to themes
• The thematic groupings should be prioritized with the organizational offerings and values
• Draft vision statements should be created based on high priority groups of ideas and descriptions

1.4.3. Evaluating the vision statement

• Visions statements should be evaluated on their criteria of matching with the organizational offering and potential
• The vision stamen should also reflect the work environment and business potential of Swissmetal The Restructuring of 2002-2009
• The vision statement should be in line with the values of Swissmetal The Restructuring of 2002-2009

1.4.4. Communication of vision statement

• The visions statement should be communicated to all relevant stakeholders of Swissmetal The Restructuring of 2002-2009
• The visions statement should be incorporated in the annual statement
• The visions statement for Swissmetal The Restructuring of 2002-2009 should also be updated, and transparently be drafted within the organization
• The visions statement should be sued to guide the drafting of the mission statement

2. The mission statement of Swissmetal The Restructuring of 2002-2009

2.1. What is a mission statement?

The mission statement for Swissmetal The Restructuring of 2002-2009 is a public document that details the values and strategic aims of Swissmetal The Restructuring of 2002-2009. The mission statement of Swissmetal The Restructuring of 2002-2009 also identifies the purpose of the organization existence, highlighting the services and the products it offers. Further, the mission statement also identifies the organization’s operational goals for Swissmetal The Restructuring of 2002-2009, the processes the company uses to achieve those, the target customer groups, and the region where the company operates.

2.2. Components of a mission statement

2.2.1. Customer satisfaction

The mission statement of Swissmetal The Restructuring of 2002-2009 focuses on addressing issues of customer satisfaction. The mission statement of Swissmetal The Restructuring of 2002-2009 has identified its target customer groups, and also identified their needs and demands. The mission statement reflects on how its products and services work towards increasing customer satisfaction for its target customers.

2.2.2. Based on core competencies

The mission statement of Swissmetal The Restructuring of 2002-2009 is based on its integral strengths and competencies. This is important for Swissmetal The Restructuring of 2002-2009 as the mission statement will highlight the different systems and processes as well as strategic tactics that the company uses to achieve its organizational and strategic goals. The achievement of the goals will depend on how well Swissmetal The Restructuring of 2002-2009 makes use of its core competencies.

2.2.3. Realistic and clear

The mission statement for Swissmetal The Restructuring of 2002-2009 is also realistic and clear. This means that Swissmetal The Restructuring of 2002-2009 has used simple, string, and easily understood words and phrases in the drafting of its mission statement. Clarity is important so that the mission statement is understood by all relevant stakeholders of Swissmetal The Restructuring of 2002-2009 Company. Swissmetal The Restructuring of 2002-2009’s mission statement is also realistic, which makes it able to achieve various set goals and targets.

2.2.4. Motivational and inspirational

The mission statement of Swissmetal The Restructuring of 2002-2009 is motivational in that it works towards inspiring the employees and the workforce towards giving their optimal best performance towards the goal achievement of Swissmetal The Restructuring of 2002-2009. The mission statement of Swissmetal The Restructuring of 2002-2009 is also inspirational in that it develops the need for growth and progress in individuals – for the betterment of not only the company but also for their own selves.

2.2.5. Specific and sharp

The mission statement of Swissmetal The Restructuring of 2002-2009 is precise and to the point. It is easy to understand and delivers what the audience must know about Swissmetal The Restructuring of 2002-2009’s offerings and operations. It is important to keep the missions statement short, sharp and precise to be able to successfully communicate the company’s standing to stakeholders, instead of dragging it on into long pages with repetition and non-important aspects.

2.2.6. Reflects the company’s offerings

The mission statement of a company should be based on what the company has to offer in terms of products and services. This means that the mission statement for Swissmetal The Restructuring of 2002-2009 highlights its offerings, but ensures that this offering is in line with the values that the company stands for. The mission statement for Swissmetal The Restructuring of 2002-2009, therefore, identifies the ethical grounds through which the company systematically works to deliver its offering.

2.3. How to develop a mission statement

It is important to follow the following steps and answer the following questions to be able to develop successful mission statements:

2.3.1. What does Swissmetal The Restructuring of 2002-2009 do?

• Define the purpose of Swissmetal The Restructuring of 2002-2009
• Define its brief history
• Define the need for existence for Swissmetal The Restructuring of 2002-2009

2.3.2. How does Swissmetal The Restructuring of 2002-2009 manage to achieve its promised offering?

• Explain the systems and operations employed at Swissmetal The Restructuring of 2002-2009
• Identify relevant ethical policies in place at Swissmetal The Restructuring of 2002-2009
• Highlight the use of transparency at Swissmetal The Restructuring of 2002-2009 in all matters
• Define the processes that Swissmetal The Restructuring of 2002-2009 uses to deliver its promised offering to target customer groups

2.3.3. For whom does Swissmetal The Restructuring of 2002-2009 produce offerings?

• Define target market customers for Swissmetal The Restructuring of 2002-2009
• Target market customers from different regions can also be defined
• Swissmetal The Restructuring of 2002-2009 can also explore secondary target market groups, and define them in the mission statement

2.3.4. What value is Swissmetal The Restructuring of 2002-2009 adding on?

• Define the value additions being brought forward by Swissmetal The Restructuring of 2002-2009 in the customer’s life
• Define the purpose of the offerings being delivered by Swissmetal The Restructuring of 2002-2009
• Highlight the importance of Swissmetal The Restructuring of 2002-2009 in the lives of its customers

2.4. How to implement the mission statement

2.4.1. Communication

• Swissmetal The Restructuring of 2002-2009 should communicate the mission statement to all stakeholders – employees, customers, shareholders, public, government etc.
• Swissmetal The Restructuring of 2002-2009 should also keep the mission statement transparent and accessible at all times

2.4.2. Training

• Swissmetal The Restructuring of 2002-2009 should encourage its employee force to undergo training if need be to meet the requirements of the mission statement
• Swissmetal The Restructuring of 2002-2009 should regularly hold workshops to refine the values being defined in the mission statement and build them in its employee force

2.4.3. Goal setting

• Swissmetal The Restructuring of 2002-2009 should develop SMART goals to meet the strategic targets identified in the mission statement
• Swissmetal The Restructuring of 2002-2009 should also develop ethical grounds to remain in line with the mission statement
• Swissmetal The Restructuring of 2002-2009 should keep goals flexible, but the means to achieve the goals should be stringent and should reflect the values drafted in the mission statement

3. Goals of Swissmetal The Restructuring of 2002-2009

3.1. What are organizational goals

Organizational goals are those business and strategic objectives that define the purpose of Swissmetal The Restructuring of 2002-2009. Organizational goals are strategic targets that Swissmetal The Restructuring of 2002-2009 wants to achieve over a period of time. This time period is generally long term. The goals of Swissmetal The Restructuring of 2002-2009 help direct its employee behaviour, as well as help in directing the operations of the business in the short term.

3.2. Components of goal

3.2.1. Achievable

The goals set by Swissmetal The Restructuring of 2002-2009 should be achievable. This means that Swissmetal The Restructuring of 2002-2009 should have the resources and the finances necessary for being able to realize the organizational goals over the long haul. Swissmetal The Restructuring of 2002-2009 should also have the strategic leadership to be able to achieve these organizational goals.

3.2.2. Time-frame defined

All goals set by Swissmetal The Restructuring of 2002-2009- even for the long term – have an attached time frame. This is important to ensure that the organization is effective and efficient in realizing its goals.an attached time frame for the goals set for the long term future also helps in establishing a related time frame for the more short term organizational objectives.

3.2.3. Easy to understand

The goals should be fairly simple and should be easily understood by all employees of Swissmetal The Restructuring of 2002-2009. This is important as only when employees are clear about what the goals are, their importance, and the urgency of achieving them will they be able to relate with them and work towards achieving them.

3.2.4. Easy to communicate

The goals set by Swissmetal The Restructuring of 2002-2009 should also be easy to communicate. This means that the jargon used for goal setting and goal communication should be clear and precise. These goals should be communicated with all managerial levels, and all employees to allow them a directive path to help the organization achieve these goals.

3.2.5. Pragmatic

The goals set by Swissmetal The Restructuring of 2002-2009 should also be realistic in nature. This means that all strategic goals defined by Swissmetal The Restructuring of 2002-2009 should take into consideration not only its internal financial position and resources but also the skill set of its employees and the larger macro environment. This will enable the company to set goals that will sue the core competencies of Swissmetal The Restructuring of 2002-2009 to help it achieve the strategic goals easily, and realistically.

3.2.6. Relation with job tasks

All goals should be relatable with the employees of Swissmetal The Restructuring of 2002-2009. This means that all goals should directly or indirectly be tied to the job tasks and job nature of employees. This is to ensure that employees don’t feel redundant and use their skills to help the organization progress.

3.3. How to develop goals

3.3.1. Strategic evaluation

• Assess and review the vision statement
• Based on the vision statement and company values, decide where Swissmetal The Restructuring of 2002-2009 should be in the next five years

3.3.2. Brainstorming

• Brainstorm goals that will help Swissmetal The Restructuring of 2002-2009 achieve its long term direction
• Group goals according to themes
• Cluster the goals, and briefly describe each group and cluster
• Set long term goals for the company according to different clusters and groups

3.3.3. Prioritization

• Prioritize different clusters and groups
• Set and define long term goals based on prioritization
• Prioritization should be based on how soon the different defined goal groups and clusters will help Swissmetal The Restructuring of 2002-2009 progress and achieve its desired position in the next five years or so to develop a successful vision statement

3.4. How to implement goals

3.4.1. Communication

• Communicate the goals to all managerial levels
• Goals should also be communicated to all relevant stakeholders – including distributors, shareholders, third-party contractors etc.
• Goals may also be communicated to customers
• Communication of goals will help Swissmetal The Restructuring of 2002-2009 achieve goals by defining roles and milestones needed for achievement

3.4.2. Periodic strategic evaluation

• Evaluate the progress of goal attainment periodically
• This evaluation is done at a strategic level and operational level
• Different goals should be set for different departments of Swissmetal The Restructuring of 2002-2009 to help it achieve the broader long term goals
• These departmental goals help in directing operations towards the larger strategic goal attainment

3.4.3. Training

• Employee training to develop skills needed and necessary for goal attainment
• Training can be in-house or out-house for employees
• Training for Swissmetal The Restructuring of 2002-2009 should be continual and should be consistent with the goals set

4. Objectives of Swissmetal The Restructuring of 2002-2009

4.1. What are organizational objectives

Organizational objectives for Swissmetal The Restructuring of 2002-2009 are the short to medium term targets and goals that the organization sets to achieve the bigger strategic goals set for the long term. The organizational objectives are important in shaping resource allocation within Swissmetal The Restructuring of 2002-2009 as well as in determining the policies, schedules and processes that are implemented in Swissmetal The Restructuring of 2002-2009.

4.2. Components of objectives

4.2.1. Specific

All objectives set by Swissmetal The Restructuring of 2002-2009 are specific and clear. This helps employees, as well as managers, manage and maintain focus on the targets and the end results that need to be achieved. At the same time, specific objectives help managers determine skill development and training needs within their departments as well.

4.2.2. Measurable

Objectives at Swissmetal The Restructuring of 2002-2009 are also measurable. This means that all objectives can be tracked for progress. This is important for Swissmetal The Restructuring of 2002-2009 as it helps in meeting deadlines. The element of measurability is added in objectives by adding quantifiable criteria for determining progress and objective achievement.

4.2.3. Attainable

The goal should be attainable that even in stretching the abilities of the employees and challenging them, it should remain possible to achieve. The objectives at Swissmetal The Restructuring of 2002-2009 are attainable in that they push the employees out of their comfort zones but remain possible to achieve.

4.2.4. Realistic

Objectives at Swissmetal The Restructuring of 2002-2009 are also attainable in that they are realistic. This means that Swissmetal The Restructuring of 2002-2009 sets objectives keeping in view the organizational resources and constraints to be able to achieve objectives effectively and within time.

4.2.5. Timely

Objectives at Swissmetal The Restructuring of 2002-2009 are also time-bound in that they have a specified start and finish date. The timeliness of the objective helps Swissmetal The Restructuring of 2002-2009 maintain a sense of urgency in employees, and keep them motivated towards achieving the objective.

4.3. How to develop objectives

4.3.1. Focus on overall strategy

• Objectives should focus on the broader organizational strategy
• This will facilitate the organization in keeping in view the broader purpose and at the same time work towards achieving quantifiable goals and objectives
• By keeping in view strategic focus, Swissmetal The Restructuring of 2002-2009 also maintains proximity with the vision of the organization and works towards enhancing the performance of the organization

4.3.2. Focus on goal

• Objectives at Swissmetal The Restructuring of 2002-2009 should be set keeping in view the set organizational goals
• Objectives at Swissmetal The Restructuring of 2002-2009 should flow from the organizational goals, and work towards helping the company and its departments and operations achieving the set goals
• This is important as it keeps objectives strategically relevant to the organizational processes and systems

4.3.3. Focus on the time frame and skill sets available

• Objectives at Swissmetal The Restructuring of 2002-2009 should focus on the time constraints present in terms of resource present, as well as the urgency of the organization and the industry
• Objectives at Swissmetal The Restructuring of 2002-2009 should also focus on the skillset of employee and organizational resources available
• Focus on resources and skills is important to ensure that all objectives are attainable
• Focus and relevance with resources and skills will also help Swissmetal The Restructuring of 2002-2009 identify gaps that it needs to fill through training

4.4. How to implement objectives

4.4.1. Communication

• Objectives at Swissmetal The Restructuring of 2002-2009 should be discussed with employees mutually
• Purpose of the set objectives should be clearly discussed, and communicated with the employees
• This discussion should entail not only the objective, but also the time period within which it is expected to be completed, and the processes and means to achieve it
• Objectives should also include aspects of personal and individual growth and development of employees to make sure that employees remain motivated throughout

4.4.2. Performance appraisal

• The performance appraisal at Swissmetal The Restructuring of 2002-2009 helps managers and supervisors keep track of objective achievement and employee performance
• The performance appraisal also helps keep the objectives time bound through regular reviews and discussions
• The performance appraisal also helps identify skills development aspects that employees need and helps the managers develop suitable and needful strategic training programs for skill development and skill improvement