Org vision & checklist: understand importance essay.

As a leader, you should clearly understand your organisation’s vision because it is your responsibility to ensure your team is aware of these operational values and goals. You may even be responsible for developing a vision statement if your organisation doesn’t have one or needs to redevelop an existing one to reflect the current environment.

To clarify the existing vision statement and confirm that it complements the organisation’s strategic direction, check the following.

Vision statement checklist

Does it address key questions such as: What are our values? What beliefs do we hold?

Is it clear and succinct?

Does it include a ‘big picture’ statement that underpins the organisation’s strategic direction?

Our values

Having a passion for organically grown ingredients
Creating an empowered workplace culture
Ensuring environmental sustainability for all our suppliers
Encouraging innovation by continually developing our product range
Promoting growth for all employees by giving them learning and personal development opportunities Organisational objectives
Ensure loyal and repeat customer contact
Develop two new products per year
Each staff member to have one training opportunity in the coming year
We comply with the following relevant food standards outlined in the Australia New Zealand Food Standards Code:
People can connect with others from anywhere in the world.
Video conferencing for meetings.
Online chats for meetings.
The emergence of nanotechnology – ultra-small technological systems.
The emergence of the knowledge economy – which values workers for their energy, commitment and skills in innovation and judgment.
Increase in use of social media such as Facebook and Twitter as a way of communicating to customers.
eCommerce and digital marketing campaigns.

Clarified and clearly explained organisational objectives, values and standards in accordance with the organisation’s strategic directions

Clearly explained the organisation’s mission, purpose and values

Established linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals

Clearly outlined and appropriately applied leadership styles to support the organisation's mission, objectives and values

Used media and language appropriate to individual and group circumstances

Researched, planned and prepared documentation using format and language appropriate to the audience

Clearly explained the expectations of the organisation, internal groups and individuals in a manner which built commitment to the organisation

Recorded and reported key information relating to the outcomes of the job

Investigated incidents promptly and communicated the results to relevant groups and individuals

Consulted and participated in decision-making with relevant groups and individuals

Ensured decision-making took into account the needs and expectations of both internal and external groups

Ensured decision-making occurred in accordance with management plans for all options and within appropriate time frames

Represented the organisation positively in the media and community

Created and maintained a positive work environment

Encouraged teams and individuals to develop innovative approaches to the performance of work

Explained business ethics and their application

1. DETAILS OF PERSON MAKING REPORT
Name: Kim Sweeney
Position: Operations General Manager Job Title: Responsible for day-to-day running of Max Lionel Reality (MLR)
2. DETAILS OF INCIDENT
Date: 8^th August, 2012 Time: 10 am
Location: Commercial office of Max Lionel Realty
Describe what happened and how: A WHS incident had occurred where last Wednesday, a client was running late decided to leave throughout emergency exit and falling and breaking her wrist. She then called for help and one of the agents heard it and managed to open the exit door which was blocked with boxes. The client was then taken to Royal Women’s Hospital by ambulance and there threatened to sue MLR for injuries, loss of income and mental trauma. Those incidents were occurred because of failed to undertake WHS management system responsibilities which are occurred.
SUGGEST CORRECTIVE ACTIONS
The organization should implement of WHS management system which would undertake of investigating the WHS incidents, completion of incident report, performing the risk assessment and updating the risk register.
3. DETAILS OF WITNESSES
Name: John Smith Job title: Agent Name: Les Goodale Job title: HR Manager Name: Searle Gomes Job title: Agent

Sign: Kim Sweeney Date: Please insert
Injury report
Status:	q Employee			q Contractor		ü q Other
Outcome:	q Near miss			ü q Injury
1. DETAILS OF INJURED PERSON
Name: Kamela Gomes Phone: (H) (W)
Address: Louden Street, Australia Sex: Female
Date of birth: 18/09/1983
Job Title: Manages property sales and rentals
Start time: 10 am
Work arrangement:			ü q Casual q Full-time q Part-time q Other
2. DETAILS OF INCIDENT
Date: 8^th august, 2012 Time: 10 am
Location: Commercial office of Max Lionel Realty
Describe what happened and how: A WHS incident had occurred where last Wednesday, a client was running late decided to leave throughout emergency exit and falling and breaking her wrist. She then called for help and one of the agents heard it and managed to open the exit door which was blocked with boxes. The client was then taken to Royal Women’s Hospital by ambulance and there threatened to sue MLR for injuries, loss of income and mental trauma. Those incidents were occurred because of failed to undertake WHS management system responsibilities which are occurred.

3. DETAILS OF WITNESSES
Name: John Smith Phone: (H) (W)
Address: Capilano street, Australia

4. DETAILS OF INJURY
Nature of injury: Spain
Cause of injury: Fall
Location on body: Left forearm
5. TREATMENT ADMINISTERED
First aid given q Yes
First aider name: Kimmy Babbar
Treatment: Taken to hospital
Referred to: Royal Women’s Hospital
SECTIONS 6–9 MUST BE COMPLETED BY EMPLOYER

6. DID THE INJURED PERSON STOP WORK?
q Yes q No If yes, state date: 19^th August, 2012 Time: At shift timing
Outcome:
ü q Treated by doctor ü q Hospitalised q Workers compensation claim
q Returned to normal work q Alternative duties q Rehabilitation
7. INCIDENT INVESTIGATION (comments to include causal factors):
The incident was investigated by HR Manager and one of the agent noticed a strange odour and an oily substance on the stairwell which was the cause of falling of client in the staircase.

8. RISK ASSESSMENT
Likelihood of recurrence: Probable
Severity of outcome: Significant
Level of risk: High
9. ACTIONS TO PREVENT RECURRENCE
Action		By whom			By when		Date completed
Review of office equipment’s and monitoring of IT security		HR Manager			Within 10 days		18^th August, 2012

10. ACTIONS COMPLETED

Signed (Manager): Les Goodale

Title: Responsible for productive capacity and welfare for people at MLR

Date: 18^th August, 2012

q Feedback to person involved Date: 8^th August, 2012

11. REVIEW COMMENTS

WHS committee / staff meeting:

Reviewed by site Manager (signed): Date:

Reviewed by Health & Safety Rep.(signed): Date:

Details
Name: Kim Sweeney Position: Operations General Manager
Risk details
Risk ID: R10 Raised by: HR Manager Date raised: 9^th August, 2012
Description of risk: There are operational risks into MLR due to the company’s operations are not properly managed. It provides impact on brand reputation of the company and its profit.
Likelihood of risk: Medium	Impact of risk: Medium

Risk mitigation

Preventative actions recommended:

The organization should implement of WHS management system which would undertake of investigating the WHS incidents, completion of incident report, performing the risk assessment and updating the risk register.

Contingency actions recommended:

Implementation of WBS should reduce the impact of the operational risks into the organization.

Approval details

Supporting documentation:
Risk management plan

Signature: Les Goodale, Human Resources Manager

Date: 18/8/2012

This template is used to record identified risks associated with your project, analyse the impact and determine resultant action to be taken.

Risk	Likelihood (H/M/L)	Impact (H/M/L)	Risk response (contingency strategies)	Responsible
Failure to recruit qualified real estate agents due to increased competition.	Medium	High	All office equipment reviewed and updated as required.	Operations General Manager
Failure to realise revenue gains due to recent slump in real estate prices.	High	High	Monitor of IT security and maintenance.	Operations General Manager
Inadequate insurance cover.	Low	High	Proper insurances are held and coverage reviewed annually.	Operations General Manager
Non-compliance on anti-discrimination.	Medium	High	Managers are encouraged and incentivised to follow of performance management policy.	Operations General Manager
Perception of discriminatory practice reducing client and tenant base.	Medium	High	The employee performance plans align with the business plan and there is six monthly review process into place.	Operations General Manager
Poor organisational culture; low level of staff engagement and morale.	Medium	Medium	Project to raise awareness of anti-discrimination, WHS and other legislation/codes of conduct among agents, clients, tenants	Operations General Manager
Loss of knowledge and capability through departing staff.	Low	High	Appropriate HR policies and procedures in place.	Operations General Manager
Failure to meet occupational health and safety requirements.	Low	High	WHS management system in place.	Operations General Manager

Item	Milestone date	Responsibility
Engage with customers/build ethical profile: ? Raise organisational profile by 20% ? Improve client satisfaction performance by 25%.	18/8/2012	Operations General Manager
Increase revenues by 20% within the third quarter.	27/8/2012	Operations General Manager
Reduce direct and indirect costs of operations by 10%.	30/8/2012	Operations General Manager
Engage workers with strategic goals of business and support professional development in line with strategic goals. (Targets to be set by individual managers.)	9/9/2012	Operations General Manager
Improve health of employees (range of specific areas).	16/9/2012	Operations General Manager

Project Name:
Income	Incl. GST	Excl. GST
Developer/writer	$120/hr
Advertising and promotions consultant	$150/hr
Quality assurance person/editor	$120/hr
WHS trainer/facilitator	$120/hr
Anti-discrimination trainer/facilitator	$120/hr
Mary Stewart (WHS consultant)	$150/hr
John Ng (CPA)	$150/hr
Pat Lee (Lawyer: anti-discrimination expert)	$150/hr
Off-site training room (catered ) with space for ten people	$400/hr
Promotions package: email, social media, trade magazine placements, local newspaper copy.	$4000
Subtotal	$ 5480
Contingency (+10%)
TOTAL	$5480
Signature: ________________________________________ Date: _____/_____/______

What	Who	Purpose	When/frequency	Type/methods
Project stakeholder meeting	All the project team members	Collecting of information about the project work	In weekly basis	Meeting
Project initiation plan	All the project team members	Distribution of information about project goals and objectives	Before staring the project plan	Email
Project kick-off	All the project team members	Encourage of communication among the project stakeholders	Near to project start date	Meeting.
Status reports	All the project team members and project leader	Update the project stakeholders related to project progress status	Schedule the project work regularly	Email and presentation
Team meetings	All the project team members	Review of detailed project plan	Weekly basis	Meeting: detailed plan.
Sponsor meetings	Project Manager and Project Sponsor	Taking approval to make changes into the project plan	Regular scheduled	Meeting.

Role	Name/s	Responsibilities	Signature/s (if required)
CEO	Max Lionel	Max is responsible to work with the Board of Directors for overseeing the business, setting of entire business strategic directions along with managing of project operational risks. Max also authorizes the financial transactions.	Max Lionel
Chief Financial Officer	Riz Mehra	Riz is responsible to prepare of quarterly financial statements and entire project budget. The person is also responsible to oversee the budget and cost of projects. He also views budget variation reports and incorporates of information related to financial statements and also financial projections.	Riz Mehra
Operations General Manager	Kim Sweeney	Kim is responsible for daily running of business operations. The person also oversees coordination and structural preparations related to residential, commercial and investments centres. They are also responsible for sponsoring of projects that can affect operations of organization and coordinate systems to achieve of company’s strategies.	Kim Sweeney
Human Resource Manager	Les Goodale	Les is responsible for productive capacity and also welfare of the people at the company. The person is required to make sure about aspects related to WHS management system, risk assessment and continuous improvement.	Les Goodale
Manager Residential Realty	Sam Lee	Sam is responsible for managing aspects related to residential reality, manages activities related to residential agents.	Sam Lee
Manager Commercial Realty	Pat Misfud	Pat is responsible for managing aspects related to commercial reality, manages activities related to commercial agents.	Pat Misfud
Manager Investments	Peter Mitchell	Peter is responsible for managing aspects related to investment reality, manages activities related to investment agents. Peter also works with operational manager to make sure about separation of investments from obligations to the residential besides commercial clients.	Peter Mitchell

Project Name: WHS Incident Investigation
Income	Incl. GST	Excl. GST
Managers (8 hours)	$120/hr
Total income	$960
Expense	Incl. GST	Excl. GST
Training rooms (3 hours)	$100/hr
Paper (20 sheets)	$0.50/sheet
Projector (10 days)	$100/day
Subtotal	$ 1360
Contingency (+10%)
TOTAL	$2320
Signature: Chief Financial Officer Date: 12/9/2012

Name

Kim Sweeney

Date of development

17/10/2012

Date to be reviewed

27/10/2012

Discussed with mentor/colleague

Name:

Discussed with manager

Name:

Timeframe	My personal goals are:	My professional goals are:
Next 12 months	Raising the organizational profile by 20%	Improvement of client satisfaction level by 25%
Next 5 years	Improvement of health of the employees	Engagement of the workers with the organizational strategic goals and business development goals

Timeframe	Personal	Professional
· I have communicational and interpersonal skills to work into the project.	Coordinate with my friends and family members	Coordinate with other team members
Strengths · I have experience to work with a group of team members so that I can able to collaborate with others.	Skills to work into incident investigation project	Skills to work into incident investigation project
Gaps/barriers/obstacles and solutions · I have gaps into the project management skills.	I have lack of knowledge to schedule any work	Lack of schedule management and budget management skills so that face difficulty to meet the project deadline

Identified gap	Development activity	Details (provider, location, etc.)	Objective of development/ networking activity	Timeframe	Cost
1. Lack of project management skills	Project management activities	Project management provider	Gaining of knowledge on the use of project management tools and techniques	2 months	$ 100
2. Lack of knowledge on WHS legislation	WHS legislation	Operation manager	Gaining of knowledge related to WHS system	1 month	$ 80
3. Loss of knowledge and capability through departing staff.	WHS legislation	Operation manager	Gaining of more knowledge to investigate of WHS incidents	1 month	$ 70
4. Failure to meet occupational health and safety requirements.	Occupational health and safety system	Operation manager	Gaining of knowledge related to Occupational health and safety system	1 month	$150

Name of observer: Kim Sweeney Position: Operation Manager Contact details:
Skill	Description of how candidate demonstrated skill/knowledge. Provide example
Demonstrates interpersonal skills to communicate and inspire trust and confidence of others and to ensure their cooperation and support.	I have interpersonal skills to trust other team members those are involved into the project work.
Demonstrates networking skills to ensure support from key groups and individuals for concepts/ideas/ products/services.	I have communicational skills to interact with other employees so that I can able to identify any issues into the project plan.
Applies business ethics.	I have put the company’s data and other personal information into secured places.
Ensure performance is continuously improved through participation in professional development, networking, etc.	I am actively involved into the project plan by taking participation into all the project activities.
Signature: ________________________________________ Date: _____/_____/______

References

Baker, L.K.S., 2018. A Strategic Communication Plan for the City of Superior Building Inspection Division (Doctoral dissertation, The College of St. Scholastica).

Duckett, S. and Willcox, S., 2015. The Australian health care system (No. Ed. 5). Oxford University Press.

Epstein, M.J., 2018. Making sustainability work: Best practices in managing and measuring corporate social, environmental and economic impacts. Routledge.

Ginter, P.M., Duncan, W.J. and Swayne, L.E., 2018. The strategic management of health care organizations. John Wiley & Sons.

Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.

Jones, K., Hollands, G.J., Shemilt, I., Doyle, J. and Armstrong, R., 2016. Planning and implementing a targeted and strategic dissemination plan for a Cochrane review: a case study. Journal of Public Health, 38(3), pp.630-632.

Koks, E.E., Jongman, B., Husby, T.G. and Botzen, W.J., 2015. Combining hazard, exposure and social vulnerability to provide lessons for flood risk management. environmental science & policy, 47, pp.42-52.

Kyratsis, Y., Atun, R., Phillips, N., Tracey, P. and George, G., 2017. Health systems in transition: Professional identity work in the context of shifting institutional logics. Academy of Management Journal, 60(2), pp.610-641.

Lee, J., Wu, F., Zhao, W., Ghaffari, M., Liao, L. and Siegel, D., 2014. Prognostics and health management design for rotary machinery systems—Reviews, methodology and applications. Mechanical systems and signal processing, 42(1-2), pp.314-334.

Marini, C., 2017. Social Media Risk and Crisis Communication Plan.

Olson, D.L. and Wu, D.D., 2015. Enterprise risk management(Vol. 3). World Scientific Publishing Company.

Wright, B.J., 2017. Starting an Online Business: Start Up, Communication Plan, and Results (Doctoral dissertation, Southern Utah University).

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