Unit II. Text a

A mission is the purpose of the organization. For example, many people might think that Revlon’s mission is to make cosmetics. Yet, Revlon provides glamour, excitement and innovation. Charles Revson, Revlon's founder understood the importance of mission. He said "In the factory, we make cosmetics; in the store, we sell hope."

Values serve as a baseline for actions and decision-making and guide employees in the organization's intentions and interests. For example, Mc.Donald’s values were captured in its motto of "Q.S.C. & V." which stands for quality, service, cleanliness, and value.

COMMENTARY ON THE EXERCISES

Unit II. Possible solutions to exercise 13.

Situation Analysis
Strengths	Weaknesses	Opportunities	Threats
- What financing is available? - Do we have a superior reputation? - How skilled is our workforce?	- Are our technologies obsolete? - Are our facilities outdated?	- What are the emerging technologies? - Is there a possibility of growth of existing market?	- What substitute products exist on the market? - Is there a shortage of resources we get outside? - What are the new regulations?

Unit III. Possible solutions to exercise 12.

When you are handed a key assignment, here are some critical questions to ask yourself to determine if you can do it:

-Is this more work than I can handle? The boss may delegate more work than you can handle. Prepare an action plan using your most pessimistic estimates of the time involved in each step of the project. If your deadline is unrealistic, let your boss know right away that you’ll need more time. Point out the conflicts in your work schedule and ask your boss to prioritize your assignments.

-Do I understand the assignment? If the boss hasn’t made it clear what is really wanted, the chances of making a mistake are very high. Ask questions until you are clear about your boss’s expectations. Don’t worry about seeming stupid. Use self-disclosure and say, “This may seem like a stupid question, but…”. Ask he boss to write the objectives down. Set up a schedule for regular check-ins with the boss.

-Does the assignment require coordination with other individuals or departments with whom I do not yet have a good working relationship? Do I have access to the equipment, technology, and personnel I’ll need? Make sure you get the authority to accomplish the job, or the assignment will seem impossible. If you’ll need money, computer time, temporary help, or access to confidential records, ask your boss to be specific about how far you should go and how much you should spend. Call suppliers, outside contractors, and professional contracts you’ll be using now. Figure out how to negotiate with – or bypass – anyone that would have a reason to sabotage your work on this project.