# data[].attributes.headline
Human Rights Campaign: “Equality for everyone.”

# data[].attributes.subject
Human Rights Campaign: “Equality for everyone.”

# data[].attributes.attachment_link.readable_text
WASHINGTON-Today, the Human Rights Campaign (HRC), the nation's largest lesbian, gay, bisexual, transgender and queer (LGBTQ+) civil rights organization, and SHOWTIME announced this year's 25 recipients of "Queer to Stay:...

Despite living in a state of emergency, our community continues to stay resilient. We are still coming together, celebrating ourselves and advocating for our rights. It is more important than ever that we join together to send a clear message: We are not going anywhere.

Read the Summer 2023 issue

# data[].attributes.attachment_link.description
If Enacted, Discriminatory Legislation Introduced in House of Representatives Would Erase LGBTQ+ Identities from Education System

# data[].attributes.body
The ability to guide a team through an ever changing and dynamic environment is a key quality for leadership in the 21st century

# data[].attributes.body
It’s  a primary function for a leader to guide and direct his group and motivate people to do their best in achieving the desired goal

A leader is expected to perform creative function of laying out goals and make sure all the employees achieve the goals as set by the leader

# data[].attributes.body
Leadership Skills Workshop

Password: mJJPZ2vP

https://uow.webex.com/recordingservice/sites/uow/recording/playback/9dcf32d612cc4a709a4a9eb1d9f8011a

# data[].attributes.attachment_link.readable_text
Toms' mission statement is " for every pair of TOMS shoes purchased online or at retail, the company will provide a pair to a child in need. One for One." The statement by Toms Shoe enterprise places the needy child at the center of everything it does. In this way, it brings out the caring and philanthropic nature of the company together with the desire to improve the lives of others. The mission statement has the following major points:

1. Improving lives

2. Improving communities

At Toms, the focus is about touching the lives of the vulnerable or the disadvantaged children rather than profiteering as shown in the first component of this mission statement. Toms acknowledges the importance of a shoe when it comes to making life easier for these needy children, and this is why it came up with a policy of donating shoes. By doing this, the establishment contributes in its own way towards the growth of the community. In fact, its act of care is akin to giving these children an opportunity in life, and this translates to better societies.

Introduction

The mission and vision statements of Toms Shoes Company are a reflection of the selfless nature that this corporation has demonstrated in the line of its business. Toms as it is popularly known displays a model practice any global organization would yearn to be part of - that of making a difference in the life of others.

In slightly over 10 years of its operations, Toms has become a household name in the U.S. and beyond because of its unique business approach as dictated by its mission and vision statements. The mission statement simply describes the actions that direct the growth towards a certain path. On the other hand, a vision statement establishes this growth path.

In the case of Toms, the vision of the company is all about the impact it can make in the lives of the needy, while its mission indicates the strategies that the company uses to make this a reality. In addition, this goal is aided by the core values of Toms. These have been critical in the continued growth of the company and its focus on the mission and vision statements.

Vision Statement

Toms' vision statement is to take " the responsibility of providing for the comfort of children in impoverished regions worldwide." In this vision statement, Toms recognizes the wish and desire of every child to feel comfortable and accepts this call. The company, therefore, acts as a role model. The statement can be elucidated as follows:

1. Providing comfort

2. Impoverished regions worldwide

To satisfy the first aspect of its vision, Toms Shoe Company made a vow of donating a shoe for every sale and stays true to this pledge. The company also ensures that it reaches out to as many needy children as possible by expanding its operations to a global scale.

Core Values

Toms' core values comprise " a caring heart, kind, honest and consistent. It is only with these guiding principles that Toms has maintained its course and grown into the global enterprise it is today. In fact, its business approach together with commitment to its mandate has created loyalty among its customers at the global level.

References

Kreutzer, R. T. (2019). Vision, Mission, and Goals. In Toolbox for Marketing and Management (pp. 33-48). Springer, Cham.

Aithal, P. S. (2015). How an effective leadership and governance supports to achieve institutional vision, mission, and objectives. International Journal of Multidisciplinary Research and Development, 2(5), 154-161.

Cross, K. J., Lee, W. C., Gaskins, W. B., & Jones, B. P. (2018, October). The Structure of Change: A Content Analysis of Engineering Diversity Plans and Mission Statements. In 2018 IEEE Frontiers in Education Conference (FIE) (pp. 1-4). IEEE.

Pandey, S., Kim, M., & Pandey, S. K. (2017). Do mission statements matter for nonprofit performance? Insights from a study of US performing arts organizations. Nonprofit Management and Leadership, 27(3), 389-410.

Kantabutra, S., & Avery, G. C. (2010). The power of vision: statements that resonate. Journal of business strategy, 31(1), 37-45.

Mirvis, P., Googins, B., & Kinnicutt, S. (2010). Vision, mission, values. Organizational Dynamics, 39(4), 316.

Kenny, G. (2014). Your Company's Purpose is Not Its Vision, Mission or Values. Harvard Business Review. Sep, 3.

I. Williams Jr, R., L. Morrell, D., & V. Mullane, J. (2014). Reinvigorating the mission statement through top management commitment. Management Decision, 52(3), 446-459.

Goworek, H., Perry, P., Kent, A., Roncha, A., & Radclyffe-Thomas, N. (2016). How TOMS'"one day without shoes" campaign brings stakeholders together and co-creates value for the brand using Instagram as a platform. Journal of Fashion Marketing and Management.

Jean, W. A., & Yazdanifard, R. (2015). The review of shared value in contemporary CSR run by two successful companies to sustain the business in recent years. International Journal of Management, Accounting, and Economics, 9, 1122-1129. Bachnik, K., & Szumniak-Samolej, J. (2013). Shared value in practice: TOMS business model. Chinese Business Review, 12(9).

# data[].attributes.attachment_link.title
Toms Mission Statement 2020 | Toms Mission & Vision Analysis

# data[].attributes.attachment_link.description
Toms mission and vision statements help define what the company is working towards and how it remains to be one of the most successful companies in the world. Read on for a breakdown of the company's mission and vision statements and its core values.

# data[].attributes.headline
Search the vision statement of an organization you admire Then post it in the chat window

# data[].attributes.subject
Search the vision statement of an organization you admire Then post it in the chat window

# data[].attributes.attachment_link.readable_text
Our story started in Brighton, England in 1976. It began with our founder, Anita Roddick, and her belief in something revolutionary: that business could be a force for good. Following her vision, we've been rule breaking, never faking and change making for over 40 years.

DISCOVER MORE

# data[].attributes.attachment_link.description
Our story started in Brighton, England in 1976. It began with our founder, Anita Roddick, and her belief in something revolutionary: that business could be a force for good. Following her vision, we've been rule breaking, never faking and change making for over 40 years. DISCOVER MORE

# data[].attributes.body
Add a picture of your origami- here- by clicking on the plus sign above

# data[].attributes.headline
Effective communication is paramount to great leadership. But it’s more nuanced and complicated than just learning how to give a great speech. If you want to inspire others through your words, you must learn how to not only speak effectively, but also listen effectively. Communication is a two-way street, after all.

# data[].attributes.subject
Effective communication is paramount to great leadership. But it’s more nuanced and complicated than just learning how to give a great speech. If you want to inspire others through your words, you must learn how to not only speak effectively, but also listen effectively. Communication is a two-way street, after all.

# data[].attributes.attachment_link.description
From the “I have a dream” speech to Steve Jobs’ iPhone launch, many great talks have a common structure that helps their message resonate with listeners. In this talk, presentation expert Nancy Duarte shares practical lessons on how to make a powerful call-to-action.

# data[].attributes.attachment_link.readable_text
Ex- Veritas Software CFO Kenneth LoncharKenneth Lonchar may not have had a master's in business administration from Stanford, but even if he did, it's doubtful that the program's required ethics course would have altered his deceitful ways.

It was Socrates who first said that virtue cannot be taught, yet paradoxically he spent the balance of his life trying to do so anyway.

Twenty five hundred years later, there are millions of furious, bereft shareholders who would love to teach the current crop of crooked executives a thing or two. Not surprisingly, the calamitous events surrounding Tyco, WorldCom, Adelphia Communications and Enron have business schools wondering whether they can thwart any incipient depravity by future executives.

Former Enron Chief Financial Officer Andrew Fastow has an M.B.A. from the Kellogg School and on Oct. 2 was charged with fraud, money laundering and conspiracy in a criminal complaint in Houston. Kellogg teaches a course in making ethical business decisions. Was the course poorly designed? Was young Andrew not paying attention? Or, more basically, is lawful, decent behavior beyond the power of our universities to teach?

Whether virtue, or the more modern concepts of integrity and ethics, can really be taught has been a matter of debate for millennia. Most philosophy scholars agree that by the time we hit our 20s, the extent of our integrity has for the most part been established.

"A course on ethics is not like a polio vaccine," says Wharton School professor Tom Donaldson. "We can't inoculate students who have been inclined toward unethical behavior for the past 20 some odd years."

But Donaldson and his peers at other business schools try to do what they can, nevertheless. Says Columbia Business School professor Ray Horton. "People may be formed ethically by the time they reach my classroom, but I'm not going to assume that I can't touch them."

Columbia's dean recently appointed faculty members, including Horton, to a newly formed committee for curriculum on corporate governance and ethical issues, designed to help prepare students for a complicated world. "People are fond of saying that you learn ethics at your mom's knee," says Wharton's Donaldson, "but my mother didn't tell me about highly leveraged derivative transactions."

Rather than preaching, professors agree that what they can and should do is give students the skills to deal with sticky situations and to build business systems that minimize the opportunity and temptation to behave unethically.

"With Enron, you can point to the players' bad character, or you can look at how the company's institutions, compensation methods and so forth disalign the values of executives from those of the shareholders," says assistant professor Alexei Marcoux, who teaches ethics at Loyola University Chicago's M.B.A. program. "I see business ethics as a plea for good institutional design."

Columbia's Horton agrees. "If [a company] only talks about driving up the stock price, that's a structure that can make a crook out of an otherwise decent person," he says.

Ethics courses also hope to illustrate for the students that there are different ways of looking at the business world, which in turn may effect a change in the kind of ethical decisions they make when they enter it.

"You have to give students practical clues about what to do when there is a conflict between their own personal code of behavior and what their firm asks them to do," says Horton.

For Marcoux, the heart of that issue is basic critical thinking. "An inability to diagnose a situation and think critically about it is clearly evidenced with Enron," he says. "I wonder when these proposals [to hide debt, fabricate profits, etc.] were put on the table how much debate there was."

He sees evidence of an aversion to conflict long before his students hit the executive suite. The most common prefatory remark that's made in his class is, "Building on what Jill said..."

"Students are very uncomfortable engaging in debate," says Marcoux. "They are consensus seekers. We need to be more ready to engage. I'm not talking about whistle-blowing, just internal debate about alternative courses of action."

And it's important to note that while these ethics classes are a key part of an education, there is still no doubt, as the old saw goes these days, that the majority of people in business or business school are ethical individuals.

Columbia's Horton is in fact a bit touchy on the subject. "I've known students at Columbia for 30 years, and I do not take them to be incipient criminals. People assume that you're somehow flawed if you go to business school."

But these days, can you really blame them?

# data[].attributes.attachment_link.description
Ex- Veritas Software CFO Kenneth LoncharKenneth Lonchar may not have had a master's in business administration from Stanford, but even if he did, it's doubtful that the program's required ethics course would have altered his deceitful ways. It was Socrates who first said that virtue cannot be taught, yet paradoxically he spent the balance of his life trying to do so anyway.

# data[].attributes.attachment_link.title
Start with why -- how great leaders inspire action | Simon Sinek | TEDxPugetSound