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check the mission and vision statements in the image uploaded. 1. Is the vision statement effective?...

check the mission and vision statements in the image uploaded.

VISION To be the leading insurance Company in Oman where leadership is measured in terms of: Profitablility for its stakehold

1. Is the vision statement effective? Justify your answer referring to checked characteristics of effective vision statement.

2. Is the mission statement effective? Justify your answer referring to checked characteristics of effective mission statement.

3. How are core values of chosen organisation reflected in its vision and mission statements?

using the following characteristics for evaluation of mission and vision statements: (First picture for mission, second picture for vision)

Graphic Directional Focused Flexible Paints a picture of the kind of company that management is trying to create and the markVague or incomplete Not forward-looking Too broad Bland or uninspiring Short on specifics about where the company is headed o

VISION To be the leading insurance Company in Oman where leadership is measured in terms of: Profitablility for its stakeholders Satisfaction for its customers Commitment to its employees 000 MISSION To provide cost effective Takaful solution and superior customer service in a manner that is compliant with Sharia. VALUES Innovation Always seeking new and better ways to deliver the best to our customers, partners and stakeholders. Social Responsibility Sharing with all for the greater good to contribute to the community and country. Transparency Open and honest in all interactions and dealings. building trust and accountability Integrity Staying true to our beliefs and commitments in all engagements. Teamwork Working together towards a common objective for enduring success.
Graphic Directional Focused Flexible Paints a picture of the kind of company that management is trying to create and the market position(s) the company is striving to stake out. Is forward-looking; describes the strategic course that management has charted and the kinds of product/market/customer/technology changes that will help the company prepare for the future. Is specific enough to provide managers with guidance in making decisions and allocating resources Is not a once-and-for-all-time statement-the directional course that management has charted may have to be adjusted as product/market/customer/technology circumstances change. Is within the realm of what the company can reasonably expect to achieve in due time. Indicates why the direction makes good business sense and is in the long-term interests of stakeholders (especially shareowners, employees, and customers). is explainable in 5-10 minutes and, ideally, can be reduced to a simple, memorable slogan (like Henry Ford's famous vision of "a car in every garage"). Feasible Desirable Easy to communicate Source: Based partly on John P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996), p. 72.
Vague or incomplete Not forward-looking Too broad Bland or uninspiring Short on specifics about where the company is headed or what the company is doing to prepare for the future. Doesn't indicate whether or how management intends to alter the company's current product/market/customer/technology focus. So inclusive that the company could head in most any direction, pursue most any opportunity, or enter most any business. Lacks the power to motivate company personnel or inspire shareholder confidence about the company's direction or future prospects Provides no unique company identity; could apply to companies in any of several industries (or at least several rivals operating in the same industry or market arena). Doesn't say anything specific about the company's strategic course beyond the pursuit of such lofty accolades as best, most successful, recognized leader, global or worldwide leader, or first choice of customers. Not distinctive Too reliant on superlatives Sources: Based on information in Hugh Davidson, The Committed Enterprise: How to Make Vision and Values Work (Oxford: Butterworth-Heinemann, 2002), Chapter 2; and Michel Robert, Strategy Pure and Simple Il: How Winning Companies Dominate Their Competitors (New York: McGraw-Hill, 1998), Chapters 2, 3, and 6.
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WTE is a method of producing clean, renewable energy through the combustion of municipal solid waste. Around 85 per cent of landfill waste can be incinerated, according to a 2018 EcoWASTE report, with some 500 kilowatt hours of electricity typically produced for each tonne of waste burnt. At the same time, one tonne of carbon dioxide is prevented from entering the atmosphere.

According to US energy firm Babcock & Wilcox there are approximately 1,600 WTE plants across Asia, 500 in Europe, and 100 in North America. And in the past few years the Gulf region has started to roll out a number of its own large-scale WTE initiatives.

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