COMMUNICATE

FOR SUCCESS

ACF5100: C4S Key Vocabulary List 1

This vocabulary list covers the topic of Purpose-driven scorecard.
Definitions used in the Quizlets are shortened versions for you to start building knowledge of the relevant
vocabulary for the weekly topics covered in the course. You will develop a deeper understanding of the
professional language used in your field by exploring full definitions and examples found in course materials.

VOCABULARY ITEM DEFINITION

cluster a community of stakeholders that can help you attain your purpose (shared
purpose).
a group who has a shared purpose/mission, vision and values.

goals a future target or end result that an organisation wishes to achieve, which is
of a general nature and long-lived.
… align with the purpose and are established to achieve the vision.

key stakeholders a core group of people that can help you attain your purpose.

mission the overall/overarching purpose that identifies why an organisation exists

and inspires people to action.
a broad declaration of the basic, unique purpose and scope of operations
that distinguishes the organisation from others of its type.
the organisation’s purpose or fundamental reason for existence. It identifies
what is being done, who for, and why.
Also known as: calling, meaning.

objectives a specific target with a short to medium time horizon, which is viewed as
essential in attaining the goal or goals.
… specify how much of what will be accomplished by when.
… should be specific, measurable, achievable, relevant, and time-bound
(SMART).

performance metrics … measure an organisation’s behaviour, activities and performance.

… assess how well workers are doing their respective tasks and how
companies are accomplishing their objectives.
… form the basis for better achieving the overall goals.
NB. also known as performance measures.

performance the expected or predicted success level of an individual, company or

targets organisation. These help track progress towards attaining goals.
… need to be specific to remove ambiguity and ensure everyone knows what
is to be achieved. They also need to be realistic by taking into account what
is and isn’t possible.
… may be set at top- and lower-levels. To achieve the top-level, lower-levels
must be met. Failure to monitor low-levels may result in the top-levels not
being achieved.

Communicate for Success 1

plan a course of action to attain one or more objectives, which usually includes
specific performance norms, targets and metrics/measures.

shared value … creates economic value in a way that also creates value for society by
addressing its needs and challenges.
Quote: ‘… is not social responsibility, philanthropy or even sustainability. It is
not on the margin of what companies do but at the centre.’ (Porter & Kramer)
agreement on what you do and how it benefits others.

shared values explicit or implicit fundamental beliefs, concepts, and principles that underlie
the culture of an organisation, and which guide decisions and behaviour of its
employees, management, and members.
agreement on who you/your organisation/your cluster is/are and what
you/your organisation/your cluster stand/s for.

strategy the process of identifying the mission and specifying goals that provide the
directions indicated by the mission, together with the setting of objectives and
plans to achieve them.
the forging of a company’s mission, vision and values; setting objectives
for the organisation in light of external and internal forces; formulating
specific policies and strategies to achieve objectives; and assuring their
proper implementation so that the basic purposes and objectives of the
organisation will be achieved.
a way of describing how you are going to get things done.

sub-goals … may be identified for greater focus and accuracy.

values the principles of beliefs that represent what an organisation stands for and
how it will operate.
the way in which goals are linked to an organisation’s mission and vision.
… support the vision, shape the culture, and reflect the essence of the
company’s identity.

vision in contrast to the ‘doing’ flavour of the mission statement, this refers to
what the organisation might look like in a desirable future state. It inspires
people to dream.
an over-riding idea of what the organisation should be.
where the individual/company sees themselves in the future.

Spaces have been left for you to add your own vocabulary items related to the topic.

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