Vision Paper

Running head: CHANGE ANALYSIS PAPER--VISION

Vision Paper

Keller Graduate School of Management

H. Leo Shelton, Professor

Vision Paper

Introduction

The concepts of vision, mission, and strategy statements are important to a company because the vision is what guides your social enterprise and energizes your stakeholders; it is the "big picture" or "sacred concept" illustrating what you expect to achieve. (Palmer, 2009) The mission statement defines who you are and where you are going, its primary purpose and objectives. The strategy statement sets the firm's long-term strategic direction and broad policy directions. It gives the business a clear sense of direction and a blueprint for the company's activities for the upcoming years. (Palmer, 2009)

Statements

Since I'm currently unemployed, I will use my former employer, the Union Pacific Railroad, for this paper. The Pacific Railroad Act of 1862, as approved by President Abraham Lincoln, provided for the construction of railroads as a war measure for the preservation of the Union. It designated tasks for two companies: the Central Pacific Railroad of California (CP) was to build eastward from Sacramento, and a new company, called the Union Pacific (UP), was to build westward up the Platte River Valley from Omaha, Nebraska. The Union Pacific was incorporated on July 1, 1862. (Ambrose, 2000)

The Union Pacific Railroad's vision, mission and strategy are spelled out on their website. They are: Vision: Building America, symbolizing the UP's experience for all the people whose lives we touch. It connects the importance of UP's rail transportation to America's economy, honors the generations that preceded us and is the promise for the generations that will follow us; Mission: Union Pacific works for the good of our customers, our shareholders and one another. Our commitment defines us and drives the economic strength of our company and our country; Strategy: Focus on performance, ensure high ethical standards, and work as a team.

Statement Validation

Theoretically, the value these statements make to an organization help define roles, positions, plans, and "buy-in" by all those involved. (Bossidy, et al 2002) Thus combined, they provide a relationship between identification and commitment to the organization. This synergy creates positive outcomes for work attitudes and behaviors including motivation, job performance and satisfaction, individual decision-making, and employee interaction and retention. (Scott, et al 1998) Employee satisfaction and retention have implications for productivity,

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