HROB 152 Ch. 5

Writing a Clear Mission Statement

•A clear mission statement describes the central tasks and prioritizes the organization's effort. •Developing a mission statement provides the future direction of the organization and is a constant reminder to employees about the purpose of their efforts. •Whether you are a leader of a large or small organization, it is essential to formalize your mission statement. •It is especially necessary for large organizations with several divisions to develop a corporate mission statement; the lower divisions should analyze the higher headquarter mission statement and then develop their own statement that supports the corporate mission and vision.

Evaluating Mission Statements

•Effective "A good mission statement describes an organization's purpose, customers, product or services, markets, philosophy, and basic technology" •In addition, McGinnis states that a mission statement should define what the organization is and aspires to be •The mission statement should be limited enough to exclude some ventures, yet be flexible to allow for creative expansion of the product or the organization's service •It should distinguish an organization's purpose, product, or service from others in their industry •The mission statement serves as a framework for evaluating both current and prospective activities and states in clear language what is to be widely known and understood by stakeholders

Leader's Intent Purpose

•Intent defines the leader's concept of operation from the beginning of an operational mission to its accomplishment and how the organization will be postured before the next mission •Intent describes the end-state of the organization in terms of the purpose and key goals it sets out to accomplish from the beginning of a mission to its conclusion •Developing an intent statement plays a central role in an organization's decision-making process, allowing executive leaders and managers to develop their own concept of how a plan will unfold to transform the leader's vision and mission into operational action, while still maintaining the overarching goals of the mission

Importance of Defining a Vision

•Provides guidance to employees, but its value is also measured by customers, as their purchasing power resonates with their understanding of the vision and helps motivate their participation with the organization •If customers do not believe in your vision, they are less likely to trust your product or service and be loyal •Leaders can least afford to have customers move on to a competitor who is able to better communicate a unique and appealing vision apart from yours

What is a vision statement?

-A statement of enduring purpose distinguishing one organization from another organization with a similar purpose -It is considered to be the first step in strategic planning process and precedes the development of a mission statement

Communicating a Direction -Vision, Mission, and Intent Statements

-These statements are important since employees need to know and understand what task(s) the organization is performing and why the company is moving in a particular short-or long-term direction -It is the CEO's responsibility to set the Vision and the Mission -The process of developing a vision, mission, and intent begins with a bottom-up review, starting with leadership guidance to the executive team and the employees -But only through the use of a formal staff planning process will the vision, mission, and overarching goals become known, understood, and accepted the employees

Vision Statement Components

-Write a short one-sentence statement -Involve as many managers as possible for input. -Remember that it is an enduring statement of purpose distinguishing one organization from another. (should answer the question, What do we want to become?)

What is a mission statement?

An enduring statement of purpose that distinguishes one business from other similar firms. A mission statement identifies the scope of a firm's operations in terms of its product and the market.

Vision Statement Variables

Build the vision statement on a larger activity of governing variables that include the following: -Vision=What(task) -Purpose of the mission=How (operational concept) -Organization's core values=Why (purpose) -All variables must be consistent with each other -The purpose is to inspire and motivate groups of employees

Leader's intent:

Defining the leader's concept of the operation from the beginning of an operation mission to its accomplishment and how the organization will be postured before the next mission.

Communicating Your Vision Statement

Enrollment •The process of becoming part of something by choice Commitment •When you not only are enrolled but feel fully responsible for actualizing the vision Compliance •When followers accept the vision and do what is expected of them •The compliant followers support the vision and mission, yet they are not truly enrolled or committed

The Nature and Role of Mission Statements

For any organization, the mission statement answers the most basic of questions: •"What" does our business do, and "why" do we do it? •Put another way, what goals (tasks) are we focusing on, and why (purpose) is it important to accomplish the organization's operations in terms of product or service?

Developing and Communicating the End-State Vision

For the leader to develop and communicate the end-state vision, s/he has to know the organization functions and must analyze the org. in the context of the following: -Marketing -Operations -Human Resources -Information Technology -Logistics -Research and Development -Sales Development of the vision statement precedes development of the mission statement Once the vision is understood, the mission statement is developed to define the task and purpose the organization will take to achieve the vision

Vision Development Process

Leaders develops governing idea Involving key stakeholders Identifying shared values and ideals Identifying strategic objectives with wide appeal Identifying relevant elements in the old ideology Linking the vision to core competencies and prior achievements Continually assessing and refining the vision

Intent Statement

Links the organization's vision and mission statements to define the overarching tasks (goals or objectives) to a strategic or operational concept

Several terms help the mission statement developer analyze and then develop their unique mission statement.

METT-T analysis: The mission, enemy, troops, terrain, and time (METT-T) analysis provides the initial strategic or operational direction an organization will take in developing their concept of operation. •SWOT analysis: An internal and external assessment identifying the strengths, weaknesses, opportunities, and threats a leadership team can use to evaluate criteria that help define "what" task or tasks the company should perform and "why" (purpose) the organization is pursuing them.

Leader's intent: What does success look like?

Task: What is the goal? Purpose: Why it is to be done? End state: What should it look like when successfully completed?

There are three intent phases: before, during, and after.

The phases do not overlap -The before phase must identify what success or task(s) need to be completed before the during phase begins -The during phase must be completed prior to the after phase begins -Once the after phase is completed the mission and vision of a particular operation is completed

Components of the Mission Statement

The statement identifies: •"Who" is tasked; •"What" the task is;•"When" it is to take place; •"Where" it is to take place; and •the purpose of "Why" it needs to be accomplished

Developing the Intent Statement

•The Intent Statement identifies the conclusion of a leadership decision-making process that links the vision and mission statements to the overarching goals of an organization •The intent statement assists organizational stakeholders in understanding the leader's strategic or operational concept as it relates to the intent phase •Defining and communicating the leader's strategic or operational intent statements not only influences the stakeholders the leader would like to motivate to develop, produce, and sell their product or service to but also provides a means to empower subordinates' actions •The intent statement tells you what the end-state of the mission would look like

Operational or Strategic Phases

•The leader develops the intent statement by illustrating or conceptualizing three strategic or operational phases to describe the strategy or operation: •Before: How the organization is organized to perform the mission or operation. •During: This phase of strategy or operations begins at the end of the "before" preparation phase, and its focus is taking action to complete or achieve the mission. •After: This phase starts at the conclusion of accomplishing the mission and is focused on posturing the organization for future actions.