Corporate Social Responsibility: Strategic Implication, Essay Example

A mission statement is crucial in defining and organization’s purpose in conducting its operations (McWilliams, Siegel and Wright). This is because the mission statement outlines the scope of the organization’s operations in terms of the product and market, while at the same time reflecting on the organization’s priorities and values. The vision statement on the other hand defines the organization’s long term goals and aspirations (McWilliams, Siegel and Wright).

The company, to be launched in the future, will be a business services company. The business services firm will have its vision stamen tailored for its products and services, which also encompass the three knowledge areas and insights that form the core of its operations; (1) audit, (2) tax and (3) advisory services. The company will have a vision of building a solid reputation within its professional services, becoming the market leader, based on its in-depth knowledge of the issues and developments in the industries and markets within which their clientele will operate.

A vision statement usually embodies the leadership style9S) employed by the management in a given organization. As such, the above vision statement embodies characteristics of multiple leadership styles discussed in class. The vision statement depicts characteristics of path-goal leadership, by virtue of setting standards that the organization will be expected to adhere to. Situational leadership is evident in the organization aiming to become the market and industry leaders. Industry and Market leaders have to able to cope take advantage of situations that may accentuate their strengths. The contingency theory dictates that a market leader is able to adopt different techniques relative to the market conditions. This is a requirement of a market leader in the professional business services industry.

Works Cited

McWilliams, A., D. S. Siegel and P. M. Wright. Corporate social responsibility: Strategic implications. Oxford: Blackwell, 2006.