Corporate Goals

Introduction
The main problems detailed at Ritz Carlton are the lack of measures to definitely realize the organization’s core vision, mission, and values. Therefore, to rectify this situation is prudent to identify goals that would allow for the rectification of this situation. Each goal would require an implementation of a strategy or the implementation of different strategies in order to reach the desired goal.
Goals
Leadership Development
The first strategy here is to implement development plans that would include the training of the different leaders at the organization. This strategy coincides with the second strategy to develop a leadership center (Chui et al., 2014). The center would focus on the different issues faced by the leaders at Ritz. The third strategy would be the implementation of job assignments that are developmental. These would grow the individual leaders as they would have the skills needed for future leadership.
Strategic Planning
Strategic planning can be achieved by using the strategy of basing the plan on factual objectives. This strategy ensures that the goals to be implemented are realistic. The other strategy would be the identification of key processes, also based on facts. Key processes would make or break the organization, therefore making it essential to identify them based on facts (Cady, Wheeler, DeWolf, & Brodke, 2011). The subdivision of objectives is a strategy that makes the realization of this goal much easier. It makes the realization of this goal gradual and definite.

Focusing on Customer and Market
The first strategy would be to implement a market research that targets the quality of hotel operations with regards to customer satisfaction. This would allow for the realization of the different strategies that are denying the company the ability to realize their goals effectively. It has also been found that the implantation of a strategy called the six P’s would allow for the realization of these goals. The six P’s are problem, promise, product, personal advantage, positioning, and price (Salem, 2011). The identification of these elements with regards to the customer and market should help in realizing the goal of customer and market focus. The final strategy that would allow for this goal is the implementation of a class database that would provide a differentiation between the two entities.
Credible Information Analysis
The first strategy would be to implement comparative benchmarking. Another strategy would be the replication of best practices, and finally the determination of performance measurement techniques for senior management. The aforementioned strategies would ensure that the information flowing within this organization is effect in that those in senior management are effectively vetted by the stringent performance measurement techniques (Cady, Wheeler, DeWolf, & Brodke, 2011). The implementation of best practice by replication would ensure that the skills developed in one arm of the organization are spread to other parts of the organization and thus making it easy to realize an effective analysis of credible information.
Development & Management of Human Resource
The best strategy here would be to implement site visiting by senior HR management. This has been found to be effective in that they realize first hand some of the issues that may be affecting the organization in question. Another strategy would be to perform employee surveys. These allow the HR department to determine which aspect of the employee performance is lagging behind effectively (Cady, Wheeler, DeWolf, & Brodke, 2011). Another strategy would be to train employees in the different areas of their job performance. This would ensure that the employees are obtaining skills that would enhance their capacity to perform in their organization.
Management of Processes
The management of processes in an organization involves the realization of the most important processes and later identifying the strategies that would make these processes better managed. The strategy to incorporate the needs of customers allows for the realization of the changes that may be implemented in line with the change in demands and needs by the clients. This has been found to enhance the effectiveness of the organization with regards to adapting to changing markets and client needs (Chui et al., 2014). Another strategy would be to ensure that all changes as employed are such that they are involved with core management. This would prevent the haphazard implementation of strategies at the organization. The last strategy would be the determination of which processes can be modified by their owners in individual hotels, which provides the modification with credibility balanced with adaptability.
Focus on Actual Results
Focusing on actual results is a goal that can be achieved by implementing a quarterly strategy of observing planned strategies in comparison to actual strategies implemented. Another strategy would be to implement a review of operations with the aim of determining which goals have been achieved at the end of the day. It is also prudent to implement a strategy of processes management in line with actual goals. This has been found to ensure that the processes being implemented at the organization feed into the expected results, and thus the realization of this individual goal.
Conclusion
In conclusion, a systematic implementation of the strategies mentioned herein will allow for Ritz Carlton to put a plug in the problems it faces, mainly the lack of a way to determine whether they realize their vision, mission, and goals. Implementing the strategies will also provide Ritz Carlton with an opportunity to learn from their mistakes thus help them grow into a better organization.

References
Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: What do they say?. Organization Development Journal, 29(1), 63.
Chui, C., Drossos, A., Ferlejowski, E., Ghuman, N., & Van’t Spyker, A (2014). Mission, Vision, and Values.
Salem Khalifa, A. (2011). Three Fs for the mission statement: what’s next?. Journal of Strategy and Management, 4(1), 25-43.