Chapter 4: Strategic Purpose
External pressures and internal aspirations interact in the setting of
organisational purpose. Organisational purposes are typically complex and
diverse. An important managerial task is to decide how the organisation
should express its strategic purpose through statements of mission,
vision, values and objectives.
Mission, Vision, Values and Objectives
A mission statement aims to provide employees and stakeholders with
clarity about what the organisation is fundamentally there to do.
A vision statement is concerned with the future the organisation seeks
to create. The vision typically expresses an aspiration that will
enthuse, gain commitment and stretch performance.
Statements of corporate values communicate the underlying and
enduring core 'principles' that guise an organisation's strategy and
define the way that the organisation should operate.
Objectives are statements of specific outcomes that are to be
achieved. These can be expressed in terms of financial terms or can be
quantifiable market-based objectives.
Mission, vision and value statements provide a longer-term view of the
organisation and its underlying strategy. While objectives are useful for
guiding and monitoring performance in the short term.
::::Three principles are helpful in creating meaningful mission, vision and
value statements:
Focus: Statements should focus attention and help guide decisions and
not be too wide-ranging. Statements should also be practical decision-
making tools.
Motivational: Statements should be distinctive and authentic to the
organisation and motivate employees to do their best. They should
stretch organisational performance to higher levels, but at the same
time the targets must be credible.
Clear: In order to motivate employees in their day-to-day work,
missions, visions and values should be easy to communicate,
understand and remember.
Owners and Managers Ownership, management
and purpose
External pressures and internal aspirations interact in the setting of
organisational purpose. Organisational purposes are typically complex and
diverse. An important managerial task is to decide how the organisation
should express its strategic purpose through statements of mission,
vision, values and objectives.
Mission, Vision, Values and Objectives
A mission statement aims to provide employees and stakeholders with
clarity about what the organisation is fundamentally there to do.
A vision statement is concerned with the future the organisation seeks
to create. The vision typically expresses an aspiration that will
enthuse, gain commitment and stretch performance.
Statements of corporate values communicate the underlying and
enduring core 'principles' that guise an organisation's strategy and
define the way that the organisation should operate.
Objectives are statements of specific outcomes that are to be
achieved. These can be expressed in terms of financial terms or can be
quantifiable market-based objectives.
Mission, vision and value statements provide a longer-term view of the
organisation and its underlying strategy. While objectives are useful for
guiding and monitoring performance in the short term.
::::Three principles are helpful in creating meaningful mission, vision and
value statements:
Focus: Statements should focus attention and help guide decisions and
not be too wide-ranging. Statements should also be practical decision-
making tools.
Motivational: Statements should be distinctive and authentic to the
organisation and motivate employees to do their best. They should
stretch organisational performance to higher levels, but at the same
time the targets must be credible.
Clear: In order to motivate employees in their day-to-day work,
missions, visions and values should be easy to communicate,
understand and remember.
Owners and Managers Ownership, management
and purpose
