Relevant bibliographies by topics / Vision statements

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Vision statements'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Vision statements"

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Abelman, Robert, David Atkin, Amy Dalessandro, Sharon Snyder-Suhy, and Patricie Janstova. "The Trickle-Down Effect of Institutional Vision: Vision Statements and Academic Advising." NACADA Journal 27, no. 1 (March 1, 2007): 4–21. http://dx.doi.org/10.12930/0271-9517-27.1.4.

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A description of the kinds of educated humans to be cultivated at a particular institution can be found in the college or university vision statement. The extent that vision is reflected in the governing models of advising operations, known by personnel, and transformed into day-to-day activities was assessed through a NACADA membership survey. Findings suggest a significant disconnect between the lofty educational aspirations and priorities stated in vision statements and the pragmatics of academic advising operations. The trickle-down effect of institutional vision through advising units is further impeded by a lack of access to and familiarity with vision statements, particularly at large, public institutions. Increased advising-supervisor access to upper administration and more carefully crafted vision statements can make visions actionable. Relative Emphasis: theory, practice, research
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Pacios, Ana R. "Knowledge management and innovation: Two explicit intentions pursued by Spanish university libraries." IFLA Journal 46, no. 3 (August 26, 2019): 224–33. http://dx.doi.org/10.1177/0340035219870201.

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This article analyses the content of three types of institutional statements (mission, vision and values) published on Spanish university libraries’ websites. The aim is to determine whether they express explicit support for knowledge management and innovation in the university. The analysis revealed that 75% of the population (n = 76) published at least one such statement. The most widely published of the three types was the mission statement, 37 of which contained the terms ‘knowledge’ or ‘innovation’, particularly the former, present in 33. The vision statements of 17 libraries alluded to both, in practically the same proportion. ‘Innovation’ appeared in 20 of 28 libraries with statements of values, denoting the high esteem in which that conceit is held by university librarians. These statements stand as proof that libraries regard innovation and some stage of knowledge management as primary aims, with the furtherance of knowledge creation/generation the one most frequently cited.
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Fiset, John, and Melanie A. Robinson. "Developing foresight through the evaluation and construction of vision statements: an experiential exercise." Organization Management Journal 17, no. 2 (July 3, 2020): 99–115. http://dx.doi.org/10.1108/omj-03-2019-0822.

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Purpose Scholars and practitioners generally acknowledge the crucial importance of visions in motivating and inspiring organizational change. In this article, we describe a two-part activity based on visionary leadership scholarship and theory designed to teach students to cultivate foresight and consider future possibilities through the organizational vision statement development process. Design/methodology/approach Using an experiential design, the exercise draws on several empirically validated techniques to encourage foresight and future thinking, to help students place themselves in the shoes of the chief executive officer of a hypothetical organization and use dramaturgical character development strategies to craft the vision statements that they will champion. Findings The exercise has been used in three different business courses (N = 87) and has been well received. Originality/value The content of the exercise is adaptable to a variety of courses in which leadership and vision are focal topics – such as organizational behavior, strategy and leadership – and could also be modified for an online classroom setting.
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Matthews, Joseph R. "Editorial: Strategic Plans and Vision Statements." Public Library Quarterly 37, no. 1 (January 2, 2018): 1–2. http://dx.doi.org/10.1080/01616846.2018.1425593.

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Flowers, Jane. "Board Revises Mission and Vision Statements." AORN Journal 86, no. 6 (December 2007): 941–42. http://dx.doi.org/10.1016/j.aorn.2007.11.023.

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Allen, Kelly-Ann, Margaret L. Kern, Dianne Vella-Brodrick, and Lea Waters. "Understanding the Priorities of Australian Secondary Schools Through an Analysis of Their Mission and Vision Statements." Educational Administration Quarterly 54, no. 2 (February 20, 2018): 249–74. http://dx.doi.org/10.1177/0013161x18758655.

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Purpose: The vision or mission statement of a school outlines the school’s purpose and defines the context, goals, and aspirations that govern the institution. Using vision and mission statements, the present descriptive research study investigated trends in Australian secondary schools’ priorities. Research Methods: A stratified sample of secondary school vision and mission statements across 308 schools from government, independent, and Catholic sectors in Victoria, Australia, was analyzed using qualitative and quantitative approaches. Findings: Academic achievement was the most common theme, with school belonging and mental health promotion themes cited by over half of the schools. School belonging was emphasized more often by Catholic schools compared with independent and government schools, and by rural schools compared with urban schools. Implications: Australian schools are seemingly adopting a dual purpose: to be academic institutions and well-being enhancing institutions. Understanding the priorities of schools using vision and mission statements may guide researchers, administrators, and teachers about how to better meet the academic and psychological needs of the students. The priorities of schools also have implications for how research in this area is communicated to schools, and this study provides a method for capturing these priorities.
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Siddiqui, Kamran Ahmed. "Debunking the Myths of Vision and Mission Statements: A Content Analysis of FT Ranked Top 100 Business Schools." SHS Web of Conferences 115 (2021): 03015. http://dx.doi.org/10.1051/shsconf/202111503015.

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The purpose of this paper is to answer seven famous myths about vision and mission statements by analysing the vision and mission statements of FT Ranked Top 100 Business Schools in the world. First myth states that all business schools have both vision and mission statements. Second myth says both mission and vision statements are equal in length. Third myth states that all nine components must be present in all mission statements. Fourth myth assumes faculty is the hallmark of business school’s mission. Fifth myth states technology is at the centre stage of business school’s mission. Sixth myth assumes research is not part of business school’s mission. Finally, seventh myth says leadership is no more part of business school’s mission. FT ranking for Top 100 Business Schools was selected for this study and business school’s vision and mission statements were collected from their official websites. Content analysis was used as the major data analysis technique. Data analyses using descriptive statistics proved all seven myths wrong.
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Abelman, Robert, Amy Dalessandro, Patricie Janstova, and Sharon Snyder-Suhy. "Institutional Vision at Proprietary Schools: Advising for Profit." NACADA Journal 27, no. 2 (September 1, 2007): 9–27. http://dx.doi.org/10.12930/0271-9517-27.2.9.

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A college or university's general approach to students and student support services, as reflected in its institutional vision, can serve to advocate the adoption of one type of advising structure, approach, and delivery system over another. A content analysis of a nationwide sample of institutional vision statements from NACADA-membership colleges and universities was performed. Findings suggest that for-profit institutions are driven by an outcome-oriented, pragmatic mission statement rather than the complex, compelling vision statement often employed by traditional nonprofit institutions. The customer-service model of the former places priority on student affairs, but in the form of highly centralized prescriptive academic-advising operations. Implications for all academic institutions are discussed.Relative Emphasis: research, practice, theory
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Kantabutra, Sooksan, and Gayle C. Avery. "The power of vision: statements that resonate." Journal of Business Strategy 31, no. 1 (January 5, 2010): 37–45. http://dx.doi.org/10.1108/02756661011012769.

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Tarnow, Eugen. "A recipe for mission and vision statements." Journal of Marketing Practice: Applied Marketing Science 3, no. 3 (September 1997): 184–89. http://dx.doi.org/10.1108/eum0000000004386.

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Dissertations / Theses on the topic "Vision statements"

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Schuyling, van Doorn Stefan E. "Mission statements and vision statements : why companies would want them." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52937.

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Thesis (MBA)--Stellenbosch University, 2002.
ENGLISH ABSTRACT: Mission and vision statements are concepts that are often discussed at meetings where companies discuss and debate whether or not to implement them to ensure sustained profitability or increase the motivation of employees. This, however, is a misconception in the business world since mission and vision statements do not lead to instantaneous success. Mission and vision statements are strategic tools to help organisations to focus on what they are good at and what they stand for. Mission statements help an organisation to identify which current direction the organisation should be taking, whereas a vision statement helps an organisation to identify where it wants to be in the future. A mission and vision statement provides a goal towards which the people of the company can work so that it can be profitable and endure lasting success. This goal binds the workers of an organisation, resulting in people that are happy since they know what the organisation's core purpose is. They key importance of these statements is that they provide guidance of strategic and day-ta-day operational decision-making. Companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. The dynamics of preserving the core while stimulating progress is the reason that companies such as Hewlett Packard, 3M, Merck, Sony and Nordstrom became elite institutions able to renew themselves. It is important to realise is that there is no documented proof that organisations that do not have these mission and vision statements are less successful than those that do have them. The dynamic of the concepts developed in Built to Last, i.e. preserving the core/stimulate the progress should be kept in mind. Neither vision nor mission statements are the primary engines of enduring great companies, and bear in mind that visions simply provide the guiding context for bringing the this dynamic to life.
AFRIKAANSE OPSOMMING: Missie en visie stellings word dikwels by maatskappy vergaderings bespreek. Die implementering hiervan word beredeneer ten einde voortgesette maatskappy winsgewendheid te verseker en verhoogde werknemer motivering te bewerkstellig. Die sakewêreld het egter 'n wanbegrip van missie en visie stellings aangesien dit nie opsigself lei tot onmiddellike sukses nie. Dit is bloot strategiese middele wat 'n organisasie help fokus op dit waarin hulle goed is en waarna hulle streef. Missie stellings help 'n organisasie om onmiddelik rigting te kry terwyl visie stellings help om toekomstige posisie te identifiseer. Die missie en visie stellings stel 'n doelwit waarna die mense in 'n maatskappy kan werk sodat winsgewendheid en volhoubare sukses behaal kan word. Werknemers in 'n maatskappy word verbind tot hierdie doelwit en dit het werkstevredenheid tot gevolg omdat die kern doel van die organisasie verstaan word. Die belangrikste aspek van hierdie stellings is dat dit 'n riglyn stel vir strategiese en daaglikse operasionele besluitneming. Maatskappye wat volhoubare sukses bewerkstellig, het 'n vaste doel en kern waardes terwyl hul sakestrategie en praktyk gedurig aanpas tot die veranderende wêreld. Die dinamiek van kernbehouding en die stimulasie van vooruitgang is die rede tot maatskappye soos Hewlett Packard, 3M, Merck, Sony en Nordstrom se posisie as elite instansies wat hulself kan hernu. Dit is belangrik om kennis te neem dat geen gedokumenteerde bewys bestaan dat maatskappye wat nie 'n missie en visie stelling het nie, minder suksesvol is as dié wat wel 'n missie en visie stelling het nie. Die dinamiek van die konsep ontwikkel in "Built to Last", naamlik behoud van die kern en stimulasie van vooruitgang, moet in gedagte gehou word. Visie en missie stellings is nie die primêre dryfkrag van blywende maatskappye nie, maar skep bloot die rigtinggewende konteks om hierdie dinamika lewe te gee.
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Reider, Brett J. "The process of designing a mission statement, a vision statement, purpose statements, and leadership job descriptions for the First Baptist Church, Homer, New York." Online full text .pdf document, available to Fuller patrons only, 1999. http://www.tren.com.

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Russom, James Rayford. "Mission - vision - strategy planning for growth in the established church /." Theological Research Exchange Network (TREN), 1998. http://www.tren.com.

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Sneed, Norris P. (Norris Preston) 1955. "An analysis of organizational vision and mission statements with a focus on Eastman Chemical Company." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/9804.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.
Vita.
Includes bibliographical references (leaves 85-87).
This work examines the purpose, construction, and identification of stakeholders in organizational vision and mission statements. This work also reviews differing views on the governing objectives of publicly held companies and concludes that the objective of maximizing shareholder value, while acting responsibly toward all the other stakeholders, provides the best opportunity for providing long-term value to all The Eastman Chemical Company vision, "to be the world's preferred chemical company", and the mission, ''to create superior value for customers, employees, investors, suppliers, and publics", are closely examined. Value creation, from each stakeholder's point of view, is evaluated, including the view of the employee investor. At Eastman, all employees have some equity ownership in the company. The thesis concludes that the Eastman vision and mission are both realistic and achievable, albeit difficult. Success will depend on effectively aligning the decisions and actions of the workforce to the vision and mission. Creating value for the various stakeholders requires that the value drivers for each is understood and that tensions among stakeholders be anticipated and managed. The ability to pick up on and act on "early warning signals" that threaten the firm's core capabilities, its competitiveness, and stakeholder satisfaction are critical for success.
by Norris P. Sneed.
S.M.
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Faulkenberry, Barbara J. ""Global Reach--Global Power" Air Force Strategic Vision, Past and Future /." Maxwell AFB, Ala. : Air University Research Coordinator Office, 1998. http://www.au.af.mil/au/database/research/ay1995/saas/faulkebj.htm.

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Thesis (M.M.A.S.)--School of Advanced Airpower Studies, 1995.
Subject: The analysis presented in this thesis evaluates the contents of past air force strategic vision documents and studies the process used to create such documents. Cover page date: June 1995. Vita. Includes bibliographical references.
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Adams, Robert M. "Secondary school vision and mission statements : how do principals use this to enhance school objectives and outcomes?" Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95679.

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Thesis (MBA)--Stellenbosch University, 2012.
Vision and mission statements are believed to play an important role in organisations in their quest to provide clear and concise guidance to their ambitions and purpose. This is especially true for not-for profit organisations as they do not have a ‘bottom-line’ to drive performances and other strategic decisions. Although several studies have been conducted on the effect of effective vision and mission statements on organisations, there is no evidence of a study having been conducted on secondary schools in the Helderberg area, to the best of the researcher’s knowledge. The aim of this study was to explore the extent to which the vision and mission statements are communicated and used within the two secondary schools as part of their decision making processes, especially by the principals of these schools. In order to sufficiently address the implementation, communication and integration of the vision and mission statements in the secondary schools, the following research questions were formulated: • What is the level to which the school’s mission and vision statements are used by its principals to guide decision-making processes and the setting of goals and ambitions? • How well are the school’s mission and vision statements communicated to – and understood by its stakeholders? • How to properly create and integrate the school’s vision and mission statements in order to ensure improved and sustainable academic performances This study explores the levels of communication of the vision and mission statements most notably by the principals to the rest of the school’s stakeholders and the integration of these statements into the daily decision making processes. Furthermore, the study investigates the review process of these statements and whether the principals embody the values and visions of their respective schools. From the analysis of the findings, it was clear that these statements are still largely unknown within the two schools, as only 54% of the correspondents have ever seen these statements. The views were varied about whether principals have communicated the vision and mission statements to the stakeholders of the schools. According to Sherman (2001: 24) the ability to clearly and concisely communicate the vision and mission of the organisation is a critical characteristic of leadership. The study also concluded that the statements appeared to not have been fully understood, embodied and communicated by both the principals interviewed. The lack of a clear strategy and the focus on solving crisis issues at the schools were evident during the interviews with both principals. This research findings were analysed, concluded and recommendations made on the factors that could assist the establishment, communication and integration of the vision and mission statements within secondary schools within the Helderberg area.
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Koessler, John M. "Developing a vision for Valley Chapel for the year 2000." Theological Research Exchange Network (TREN), 1995. http://www.tren.com.

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Neal, John W. "The vision puzzle : clarifying God's redemptive plan for the Edisto Beach Baptist Church." Theological Research Exchange Network (TREN) Access this title online Theological Research Exchange Network (TREN), 2004. http://www.tren.com.

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Doszpot, Maureen, and n/a. "Developing culture of a new catholic primary school : vision building, shared values and beliefs." University of Canberra. Professional & Community Education, 1996. http://erl.canberra.edu.au./public/adt-AUC20060705.145541.

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This study examines the articulated vision of a new Catholic primary school in order to describe and assess its developing organisational culture. The following questions provide the major focus of the study: I How and to what extent does the Vision Statement describe the developing Catholic school culture at St Clare of Assisi Primary School? 2. What are the common beliefs and values underlying the Vision Statement at St Clare of Assisi Primary School? A review of the literature reveals that many educational researchers stress the importance of schools developing a strong, coordinated, cohesive and positive culture. The need for this culture to be based on a clearly articulated vision, embodying shared values and beliefs is also indicated and this provides the rationale for the study. A number of frameworks for school culture are examined and adapted to develop a conceptual framework for the study. The resulting Model for Developing Catholic School Culture provides a structure which enables collected data to be sorted and analysed, so that the research questions can be addressed. This study utilises the methodology of ethnographic research. Data collection strategies include participant observation, interviews, surveys, and other sources including school records and documents, photographs, artefacts and memorabilia. The findings are organised under five headings, each of which represents a belief articulated in the school's Vision Statement. These beliefs are examined to see how they are enacted verbally, visually and behaviourally by the school community Conclusions are drawn as to the relevance of the Vision Statement to the school community Other significant values and beliefs evident from an examination of the data are also identified The study concludes that the Vision Statement effectively describes the developing culture of the school for there is congruence between its beliefs and actions. What emerges of particular significance from this study is the importance of a school community articulating a shared vision. A school's Vision Statement serves a dual purpose It is the filter which allows the shared beliefs and values of the school community to be articulated, while at the same time serving as a scaffold for checking if these shared beliefs and values are being enacted by the community.
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Howell, Andrea (Andrea Christine) 1957. "Vision, values and commitment : an examination of the congruence between individual and organisational values and the impact of the degree of congruence on employee commitment." Monash University, Dept. of Management, 2004. http://arrow.monash.edu.au/hdl/1959.1/5485.

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Books on the topic "Vision statements"

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Lansdell, Sally. The vision thing. Oxford, U.K: Capstone Pub., 2002.

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San Francisco (Calif.). Waterfront Plan Advisory Board. Waterfront plan, phase two: "vision statements". San Francisco, CA: Port of San Francisco, Waterfront Plan Advisory Board, 1992.

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Reynolds, Mary Ann. Greener CPA: An alternative vision. [Columbus, Ohio: Ohio Society of Certified Public Accountants, 2001.

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Service, United States Extension. Vision, mission and functions. Washington, D.C.]: The Service, 1988.

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A conceptual framework for financial accounting and reporting: Vision, tool, or threat? New York: Garland Pub., 1997.

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Chun, Rosa. Reputation management on the web: The potential role of mission and vision statements. Manchester: Manchester Business School, 2000.

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Chun, Rosa. Reputation management on the web: The potential role of mission and vision statements. Manchester: Manchester Business School, 2000.

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Blanchard, Kenneth H. Full steam ahead!: Unleash the power of vision in your work and in your life. 2nd ed. San Francisco, Calif: Berrett-Koehler Publishers, 2011.

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Canada. Dept. of Fisheries and Oceans. Our vision: Safe, healthy, productive waters and aquatic ecosystems, for the benefit of present and future generations, by maintaining the highest possible standards of service to Canadians. [Ottawa]: Communications Directorate, Fisheries and Oceans Canada, 1999.

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Civilization, Canadian Museum of. Vision statement. Ottawa: National Museums of Canada, 1987.

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Book chapters on the topic "Vision statements"

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Inyang, Benjamin James. "Mission Statements (Credo, Way, Vision)." In Encyclopedia of Corporate Social Responsibility, 1702–8. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_202.

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Barrett, Richard. "Guidelines for choosing values and developing mission and vision statements." In The Values-Driven Organization, 224–27. Second Edition. | New York, NY : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530-32.

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Burley, John R. "Write Your Financial Vision Statement." In Trump University Wealth Building 101, 29–38. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118258071.ch4.

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Freeman, Carrie P. "Writing a moral vision statement." In Environmental Communication Pedagogy and Practice, 209–11. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315562148-21.

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Sneddon, Wendy. "Step 3: vision, mission, values and culture." In Ten steps to building a successful veterinary practice, 19–28. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781786394910.0003.

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Abstract This chapter explains the meanings of business vision, mission, values and culture in the context of veterinary practice. The chapter also discusses how to write a vision and mission statement, how this statement is relevant when hiring, how to elicit one's values, how to create the ideal culture, and how culture is relevant when hiring.
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Anderson, Kenneth C. "Vision Statement for Multiple Myeloma: Future Directions." In Plasma Cell Dyscrasias, 15–22. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-40320-5_2.

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Cagnazzo, Luca, Lorenzo Tiacci, Andrea Cardoni, and Massimiliano Brilli. "Financial Statement Analysis for Enterprise Network Design." In Progress in Pattern Recognition, Image Analysis, Computer Vision, and Applications, 295–303. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-662-44745-1_29.

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Ebert, Helmut. "Visionen, Leitbilder und Mission Statements als Instrumente der Führungskommunikation." In Handbuch Mitarbeiterkommunikation, 1–16. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-23390-7_17-1.

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Ebert, Helmut. "Visionen, Leitbilder und Mission Statements als Instrumente der Führungskommunikation." In Handbuch Mitarbeiterkommunikation, 221–36. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-23152-1_17.

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Dean, Joan FitzPatrick, and Radvan Markus. "The Internationalist Dramaturgy of Hilton Edwards and Micheál mac Liammóir." In Cultural Convergence, 15–46. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57562-5_2.

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Abstract In part because the Gate explored an experimental dramaturgy, its artistic directors Micheál mac Liammóir and Hilton Edwards often wrote, spoke and advocated for a drama that could move beyond realism. The analysis of Hilton Edwards’s dramatic commentary reaches from his early articles on dramaturgy right up to his encounter with the Berliner Ensemble in 1956 that influenced Edwards’s most elaborate statement on drama, The Mantle of Harlequin (1958). An important part of Edwards’s vision was his cosmopolitanism, his refusal to view drama within a restricted national framework. Nationality, on the other hand, was more important for the self-styled Irishman Micheál mac Liammóir. On close inspection, however, we find that his outlook did not differ much from Edwards’s. Mac Liammóir’s main concern was for Irish(-language) drama to absorb elements from abroad, to escape the straitjacket of Abbey realism and to become distinctive in a global context.
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Conference papers on the topic "Vision statements"

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Lu, Guang, Christian Dollfus, David Schreiber, Thomas Wozniak, Vinzenz Rast, Matthes Fleck, and Janna Lipenkova. "Corporate Culture Explained by Mission and Vision Statements Using Natural Language Processing." In 2021 8th Swiss Conference on Data Science (SDS). IEEE, 2021. http://dx.doi.org/10.1109/sds51136.2021.00010.

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Авербух, Владимир, Vladimir Averbukh, Наталья Авербух, Natalya Averbukh, Илья Гвоздарев, Ilya Gvozdarev, Георгий Левчук, and Georgy Levchuk. "Activity Analysis in Software Visualization Systems." In 29th International Conference on Computer Graphics, Image Processing and Computer Vision, Visualization Systems and the Virtual Environment GraphiCon'2019. Bryansk State Technical University, 2019. http://dx.doi.org/10.30987/graphicon-2019-2-77-81.

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The goal of this paper is to identify the task for researching the activity of software engineers using software visualization systems based on virtual reality. It discusses the activity theory statements developed in our country as far back as in the past century. The paper describes possible tasks to analyse the activity of software engineers using such systems. It provides examples illustrating the use of the systems based on virtual reality for the purposes of software complexes representation and visual programming. The activity of the user of such systems is analysed.
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Reinecke, Royce M. "An Assessment of the 107th U.S. Congress Energy Policy Debate in the History of Energy Use and Development in the United States." In ASME 2002 International Mechanical Engineering Congress and Exposition. ASMEDC, 2002. http://dx.doi.org/10.1115/imece2002-33136.

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The national energy policy debate in the 107th US Congress may mark a significant milestone in the development of energy use and conversion technologies in the United States. It has been said that the result of this congressional energy policy debate was an expensive statements that, despite proposed tax breaks and subsidies for everything from solar power and hybrid cars to coal and nuclear power, may accomplish little — with not much either on the supply or the demand side that’s going to make any difference to the American public. This paper provides an insider assessment of how the debate developed, what energy policy decisions were or were not made, and what the implications are for the development of energy use and conversion technologies going forward. This debate may represent the final exhaustive struggle of long-held, but misguided, ineffectual and limited-vision policies that date to the 1970s. In combination with the September 11 events, this stalemate may open the door to new, fresh, global perspectives on meeting the energy needs of people throughout the world, including in lesser developed countries such as Afghanistan. Engineers and entrepreneurs are advised to understand the seminal implications of the 107th congressional energy policy debate on future energy use and conversion technologies.
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Schneider, Kurt, Oliver Karras, Anne Finger, and Barbara Zibell. "Reframing Societal Discourse as Requirements Negotiation: Vision Statement." In 2017 IEEE 25th International Requirements Engineering Conference Workshops (REW). IEEE, 2017. http://dx.doi.org/10.1109/rew.2017.17.

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Cook, Stephen, Keiichi Nakata, and Paul Wernick. "European Laboratory for Software Evolution (ELSE) : Vision statement." In 2008 23rd IEEE/ACM International Conference on Automated Software Engineering - Workshops. IEEE, 2008. http://dx.doi.org/10.1109/asew.2008.4686325.

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Lugiani, Tigin, Nova Rahmawati Chaidir, Sofiyah Sofiyah, and Choi Jung Hyun. "Analysis of Vision Statement of Indonesia’s 10 Best Universities." In 2nd International Conference on Economic Education and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006892607400744.

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Indriarti, Resti, Ayu Hana Aulia, Sekardila Pratiwi, and Mokh Adib Sultan. "Vision Statement Analysis: Study on Retail Companies Listed in Indonesia Stock Exchange." In 2nd International Conference on Economic Education and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006889805770581.

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Dotson, K. "125. Development of a Corporate Mission and Vision Statement for Occupational Health and Safety." In AIHce 1996 - Health Care Industries Papers. AIHA, 1999. http://dx.doi.org/10.3320/1.2764785.

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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Uihlein, Marci. "Examining an Engineer's Design Studio." In 2011 ACSA Teachers Conference. ACSA Press, 2011. http://dx.doi.org/10.35483/acsa.teach.2011.9.

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To begin this investigation, one asks, ‘What is an Engineer’s Design Studio?’ This paper examines the work and statements of three groups in an attempt to answer this question and define their significance. It must be acknowledged that the term ‘Design Studio’ is not a label chosen by all of these firms, but one suggested here to encapsulate their work. An Engineer’s Design Studio is a group of engineers engaging in building design. In fact, they are small specialist groups that seek to contribute to the design by challenging the existing assumptions in the design process. By asking bigger questions about a project than their discipline normally allows, a differing viewpoint emerges. These groups use engineering to articulate architectural visions. Again, not necessarily visions of the architect, for which they consult, but visions for the project that they are supporting. The difference is that engineering can be used in the creation of the ideas behind a project and not just in the articulation of the project. Additionally, the groups seek innovation through the use and growth of digital technology. Design studios within engineering firms in the construction industry are not common. Their existence has much to do with the changes occurring in this digital age. Digital technology not only influences architectural practice, it also reaches into the pedagogy of architectural education. By using the Engineer’s Design Studio as an example, one can see how the engineer’s aims can be applied to the benefit of current architectural education practices.
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Reports on the topic "Vision statements"

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Soenko, Yevgeny. TYPOLOGY OF PERIPHERAL VISION. Intellectual Archive, May 2020. http://dx.doi.org/10.32370/iaj.2331.

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The research is based on the statement that retina produces the proper level of electrical activity, sourcing visual system. I started the research with partial darkening of different parts of the visual fields of humans to register possible psychological and physiological changes. The tested showed dramatically increasing variability and number of changes within just four exact types of darkening. More, emotional and physiological aspects of those changes were polarized into general acceptance and general rejection of a certain type of darkening in most of the individual tests. Thus the tested formed two opposite groups within every one of those types of darkening: a group with general negative reactions and a group with general positive ones. Further, those types of darkening turned out combined in pairs. General tune of reactions of most of the tested changed to strictly reverse within a pair of upper-lower types of darkening of peripheral vision and outer-inner ones as well. Between the pairs of types of darkening, there was no correspondence. The tested showed stability of their reactions during at least several months. Thus I may state a possibility of existence in the visual system of humans of two independent neuropsychological structures both having two alternative modes of functioning with a stable preference of just one of them in every individual case. If it is true, there may be a vision-based typology.
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LaGrou, Edward J. Forging Medical Public-Private Relationships in Support of Combatant Commander Objectives-Getting Past the Vision Statement. Fort Belvoir, VA: Defense Technical Information Center, April 2009. http://dx.doi.org/10.21236/ada539653.

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Lylo, Taras. THE IDEOLOGEME «DICTATORSHIP OF RELATIVISM» IN THE ROBERTO DE MATTEI’S ESSAYS: POSTMODERN AND POST-COMMUNIST CONTEXTS. Ivan Franko National University of Lviv, March 2021. http://dx.doi.org/10.30970/vjo.2021.50.11100.

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The article considers relativism as a philosophical principle and the moral standpoint of a journalist. In particular, the main argumentation of Roberto de Mattei’s work «Dictatorship of Relativism» is analyzed. Like Ratzinger, the Italian publicist describes modern life as ruled by a dictatorship of relativism which does not recognize anything as definitive and whose ultimate goal consists solely of satisfying «the desires of one’s own ego». In his view, the boundaries of the main conflict of modernity lie between two visions of the world: one that believes in the existence of immutable, absolute values, and one that argues that there is nothing stable, that everything is conditional, time-dependent and can be discussed in the media. The markers of this conflict are our attitude to the famous statement of Protagoras about «man as a measure of all things: of the things that are, that they are, of the things that are not, that they are not», as well as to the non-debatable values, the status of natural and positive law, the worldview neutrality, the dehierarchization and multiplicity of truths, the equalization of all worldviews and axiological standpoint in foreign and Ukrainian media. A special attention in the article is paid to the ideological program of media-relativism, as well as to the postmodern and post-communist contexts of the issue of the penetration of relativism into the journalistic values.
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