KSU Organizational Management Essay

Description

Saudi Vision 2030 details the long-term goals that the Kingdom of Saudi Arabia (KSA) hopes to achieve. These ambitious goals are well defined, extremely detailed, and impact all levels of society. Review the message from HRH Prince Mohammed Bin Salman Aziz Al-Saud about Saudi Arabia’s Vision for the future: https://www.vision2030.gov.sa/v2030/leadership-message/

After reviewing the vision statement from HRH Prince Mohammed Bin Salman Aziz Al-Saud and other components of Vision 2030, select an organization of your choice, which is located in the KSA. Then, address the following:

  • Critique the organization’s mission statement, values, and vision.
  • Explain the alignment, or lack thereof, of the selected organization’s mission, values, and vision with Saudi Vision 2030.
  • Address what improvements must be made to the organization’s mission statement, values, and vision to ensure further alignment with Vision 2030.
  • What resources are available to businesses that want to ensure alignment with Vision 2030, but need additional support/guidance regarding this alignment?
  • Explain why all organizations located in the KSA must align their strategy with Vision 2030. Then, detail the implications associated with lacking alignment with Vision 2030.

Your well-written paper should meet the following requirements:

  • Be 4-6 pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements.
  • Use Saudi Electronic University academic writing standards and APA style guidelines.
  • Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
  • Review the grading rubric to see how you will be graded for this assignment.

Unformatted Attachment Preview

MGT520
Critical Thinking Writing Rubric – Module X
Exceeds
Expectation
Content, Research, and Analysis
21-25 Points
Requirements
Exceeds
Expectation Includes all of the
required
components as
specified in the
assignment.
25-30 Points
Content
Exceeds
Expectation Demonstrates
substantial and
extensive
knowledge of the
materials with no
errors or major
omissions.
25-30 Points
Analysis
Exceeds
Expectation Provides strong
thought, insight,
and analysis of
concepts and
applications.
13-15 Points
Sources
Exceeds
Expectation Sources go above
and beyond
required criteria,
and are well
chosen to provide
effective
substance and
perspectives on
the issue under
examination.
Mechanics and Writing
5 Points
Demonstrates
Exceeds
college-level
Expectation proficiency in
Project is clearly
Meets Expectation
Below Expectation
Limited Evidence
16-20 Points
Meets ExpectationIncludes most of
the required
components as
specified in the
assignment.
11-15 Points
Below ExpectationIncludes some of
the required
components as
specified in the
assignment.
6-10 Points
Limited Evidence Includes few of the
required
components as
specified in the
assignment.
19-24 Points
Meets ExpectationDemonstrates
adequate
knowledge of the
materials; may
include some
minor errors or
omissions.
13-18 Points
Below ExpectationDemonstrates fair
knowledge of the
materials and/or
includes some
major errors or
omissions.
7-12 Points
Limited Evidence Fails to
demonstrate
knowledge of the
materials and/or
includes many
major errors or
omissions.
19-24 Points
Meets ExpectationProvides adequate
thought, insight,
and analysis of
concepts and
applications.
13-18 Points
Below ExpectationProvides poor
thought, insight,
and analysis of
concepts and
applications.
7-12 Points
Limited Evidence Provides little or no
thought, insight,
and analysis of
concepts and
applications.
10-12 Points
Meets ExpectationSources meet
required criteria
and are adequately
chosen to provide
substance and
perspectives on the
issue under
examination.
7-9 Points
Below ExpectationSources meet
required criteria,
but are poorly
chosen to provide
substance and
perspectives on the
issue under
examination.
4-6 Points
Limited Evidence Source selection
and integration of
knowledge from
the course is
clearly deficient.
4 Points
Meets ExpectationProject is fairly well
organized and
3 Points
Below ExpectationProject is poorly
organized and
1-2 Points
Limited Evidence Project is not
organized or well
MGT520
Critical Thinking Writing Rubric – Module X
organization,
grammar and
style.
organized, well
written, and in
proper format as
outlined in the
assignment. Strong
sentence and
paragraph
structure; contains
no errors in
grammar, spelling,
APA style, or APA
citations and
references.
Total points possible = 105
written, and is in
proper format as
outlined in the
assignment.
Reasonably good
sentence and
paragraph
structure; may
include a few
minor errors in
grammar, spelling,
APA style, or APA
citations and
references.
written, and may
not follow proper
format as outlined
in the assignment.
Inconsistent to
inadequate
sentence and
paragraph
development,
and/or includes
numerous or major
errors in grammar,
spelling, APA style,
or APA citations
and references.
written, and is not
in proper format as
outlined in the
assignment. Poor
quality work;
unacceptable in
terms of grammar,
spelling, APA style,
and APA citations
and references.
Chapter 3
Performance Management and
Strategic Planning
Copyright © 2019 Chicago Business Press
3-1
Overview
◼
◼
◼
Definition and Purposes of Strategic
Planning
Linking Performance Management to
the Strategic Plan
Strategic Planning Process
• Critical Role of HR in Strategic Planning
• Devising an environmental (i.e., SWOT) analysis
• Produce state-of-the-science mission and vision
statements, objectives, and strategies
• Devise effective job descriptions
◼
Building Support
Copyright © 2019 Chicago Business Press
3-2
Strategic Planning: Definition
◼
Process
• Describe the organization’s
destination
• Assess barriers
• Select approaches for
moving forward
Copyright © 2019 Chicago Business Press
3-3
Strategic Planning: Goal
◼
◼
Allocate resources to provide the
organization with competitive
advantage
Blueprint that defines how the
organization will allocate its
resources in pursuit of its most
critical and important objectives
Copyright © 2019 Chicago Business Press
3-4
Strategic Planning : Overview
◼
Organizational Strategic Plan
• Mission; Vision; Objectives; Strategies
◼
Unit Strategic Plan
• Mission; Vision; Objectives; Strategies
◼
Job Descriptions
• Tasks; Knowledge; Skills; Abilities
Copyright © 2019 Chicago Business Press
3-5
Linking Performance
Management and Strategic Plan
◼
◼
◼
The Balanced Scorecard Approach
What are key elements of the balanced
scorecard approach?
How can this approach create
congruence between performance
management and the strategic plan?
Copyright © 2019 Chicago Business Press
3-6
Strategic Planning Process
◼
◼
◼
◼
◼
◼
◼
Critical Role of the HR Function
Environmental (SWOT) Analysis
Mission
Vision
Objectives
Strategies
Job Descriptions
Copyright © 2019 Chicago Business Press
3-7
Strategic Planning Process
Critical Role of the HR Function
◼
◼
◼
Communicate knowledge of
strategic plan
Outline knowledge, skills, and
abilities (KSAs) needed for
strategy implementation
Propose compensation systems
Copyright © 2019 Chicago Business Press
3-8
Strategic Planning Process
Environmental Analysis
Identifies external and internal trends
◼ To understand broad industry issues
◼ Used to make decisions using “big
picture” context
Copyright © 2019 Chicago Business Press
3-9
Mission
A good mission statement answers:
✓ Why does the organization exist?
✓ What is the scope of the
organization’s activities?
✓ Who are the customers served?
✓ What are the products or services
offered?
Copyright © 2019 Chicago Business Press
3-10
Mission Statement
Should Contain:
Copyright © 2019 Chicago Business Press
3-11
Vision
◼
◼
◼
Statement of future aspirations
Focuses attention on what is
important
Provides context for evaluating
• Opportunities
• Threats
Copyright © 2019 Chicago Business Press
3-12
A Good Vision Statement:
Eight Characteristics
Copyright © 2019 Chicago Business Press
3-13
Objectives
◼
What organization hopes to
achieve in the medium- to longrange period
•Next three to five years
Copyright © 2019 Chicago Business Press
3-14
Objectives
◼
◼
◼
◼
◼
More specific information regarding
how mission will be implemented
Basis for making decisions by keeping
outcomes in mind
Allows for comparison of what needs
to be achieved versus what each unit,
group, and individual is achieving
A source of motivation
Provides employees with a more
tangible target for which to strive
Copyright © 2019 Chicago Business Press
3-15
Strategies
◼
◼
Descriptions of game plans or how-to
procedures to reach the stated
objectives
Address issues of:
• Growth
• Survival
• Turnaround
• Stability
• Innovation
• Talent Acquisition
• Leadership
Copyright © 2019 Chicago Business Press
3-16
Strategic Plans at Unit Level
◼
◼
Every Unit mission statement,
vision statement, goals, and
strategies
Must clearly align with and be
congruent with Organization’s
mission statement, vision
statement, goals, and strategies
Copyright © 2019 Chicago Business Press
3-17
Job Descriptions
◼
◼
Need to be congruent with and
support the organization and unit
mission, vision, objectives, and
strategies
Provides information about the
various tasks performed, together
with a description of some of the
KSAs required for the position
Copyright © 2019 Chicago Business Press
3-18
Building Support—
Answering “What’s in It for Me?”
◼
For top management support:
• Emphasize that PM helps carry out an
organization’s vision
◼
For support from all levels:
• Clearly communicate nature and
consequences of PM
• Involve employees in the process of PM
design and implementation
Copyright © 2019 Chicago Business Press
3-19
Individual and Team
Performance
◼
◼
Organization and Unit mission, vision,
goals lead to →
Performance management system,
which:
• Motivates employees
• Aligns development plans with
organization priorities
Copyright © 2019 Chicago Business Press
3-20
What’s In It for Me (WIIFM)?
◼
◼
◼
Answering the What’s in it For Me
(WIIFM) question
How does answering this question build
support for the performance
management system?
What role does context play in crafting
the message about performance
management?
Copyright © 2019 Chicago Business Press
3-21
Quick Review
◼
◼
Definition and Purposes of Strategic
Planning
Linking Performance Management to
the Strategic Plan
• Critical Role of HR in Strategic Planning
• Devising an environmental (i.e., SWOT)
analysis
• Produce state-of-the-science mission and
vision statements, objectives, and strategies
• Devise effective job descriptions
◼
Building Support
Copyright © 2019 Chicago Business Press
3-22
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.
Copyright © 2019 Chicago Business Press
Copyright © 2019 Chicago Business Press
1-23

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