Mission, Vision, Values, & Goals

Mission Vision, - Strategic Planning and Management Mission and vision values organizational goals Strategic Management Organizations articulate

Info iconThis preview shows pages 1–9. Sign up to view the full content.

View Full Document Right Arrow Icon
Strategic Planning and Management Mission and vision, values, organizational goals
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Strategic Management Organizations articulate their direction by clarifying mission, vision, values, goals and objectives. We will discuss the concepts “mandates,” “mission,” “vision,” “values,” “organizational goals.”
Background image of page 2
Strategic planning should start With initial agreement about the planning process. Without agreement among key members of the organization (agency director, topic manager, governing board members), the implementation will be poor, people will pay only lip service to the planning process, and there will be no strong commitment to the plans.
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Initial agreement is the beginning of SP process… The initial agreement should cover: 1. The purpose of the effort (what to expect?) 2. The preferred steps in the process (how to conduct strategic plan, which steps to take?) 3. The form and timing of reports (what kind of data we need, and who will provide those data?) 4. The role, functions, and membership of any group or committee empowered to oversee the effort, such as strategic planning coordinating committee.
Background image of page 4
Cont’d 5. The role, functions, and membership of the strategic planning team 6. The commitment of the resources necessary for proceeding with the effort (e.g., funds necessary to conduct strategic planning, hiring a strategic planning consultant) 7. Any important limitations on the effort (e.g., time, expertise, lack of reliable information, political pressures on the agency)
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Reviewing organizational mandates 1. Organization mandates tell what an organization must do and must not do 2. Mandates come from enabling legislation (goals, objectives of the organization, stakeholders served, products and services provided). These are non-discretionary provisions. 3. Organizational mandates should be reviewed to find activities that are not prohibited or mandated by the law, but that can create public value if performed.
Background image of page 6
Where to look for mandates: Laws (enabling legislation) Regulations, organizational rules Political leadership (governor, mayor, council)
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Mission Statement 1. A mission statement clarifies an organization’s purpose; explains why it should be doing what it currently does. 2.
Background image of page 8
Image of page 9
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 12/27/2010 for the course ACE 500 taught by Professor Lutzenhiser during the Spring '10 term at Barry Univesity.

Page1 / 35

Mission Vision, - Strategic Planning and Management Mission and vision values organizational goals Strategic Management Organizations articulate

This preview shows document pages 1 - 9. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online