Roles Responsibilities And Expectations
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Nourish is an organization that aims to establish 50 sustainable chapters by 2013. It is currently going through a process of setting organizational goals for the fall. The document outlines Nourish's organizational structure and defines roles for the national board, national office staff, and chapters. It states that the national office works to increase chapter capacity by accomplishing goals like obtaining campus status and building membership. Chapters are expected to create impact on their campuses through committees and uphold Nourish's policies by meeting milestones, communicating, fundraising, and reporting information.
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Purpose of a Strategic Plan
It helps in setting the goals of the organisation.
It creates a plan under which the established goals will be realized.
Links the mission and vision of the organisation(Bryson, 2015).
The first purpose of a strategic plan is establishing the goals that the organisation wants to undertake. The goals can also be described as the level that Stevens district Hospital wishes to be in future. Maybe they could be the new service that they want to introduce or improving the existing structures.
Another purpose of the plan is developing a plan under which the established goals will be realized. The plan will show the timeframe that the goals are speculated to be finished. Furthermore, it will provide a layout of the activities that will be undertaken at a particular time.
The mission of the organisation is the purpose of that the organisation is intended for, while the vision are the actions that the organisation is undertaking to achieve to its plan. The plan shows what the organisation is intended to do to achieve a particular goal. While the goals is the mission that shows the direction to which the organisation is moving towards.
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Alignment of Strategic Plan to Mission and Vision Statement
The strategic plan exists as a vacuum.
The mission of the starting point of the organisation.
The vision is the final destination to which the organisation should move to.
Strategic plan acts as a roadmap that shows the direction of the organisation.
Mission, vision and strategic work in conjunction. The mission represents the purpose of the organisation. It explains the importance of the organisation existing. Thereby, it is the initial starting point of the organisation.
Vision is the final destination that the organisation is set to move towards. It shows the picture of the organisation in the future. It describes the improvements that will be made for the organisastion to move to its final stage.
Strategic plan is the roadmap that is directing how the final destination will be arrived at. The activities that will be done are described in the plan. Moreover, the timeframe to complete the project is also illustrated.
3
Importance of Multiple Stakeholders to Strategic Planning
It gives a chance to those who will be affected and or will affect the outcomes a chance to give their concerns.
It brings people of different expertise, knowledge and experience together to form solutions.
Enhances collaborative relationships and new partnerships that enhance value(Wolf & Floyd, 2017).
By involving multiple stakeholders it gives an opportunity to those who will be affected to raise their concern. Moreover, those who affect the outcomes also raise their concerns leading to a binding solution on the decision made.
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Running head: ORGANIZATIONAL FOUNDATIONS 1
ORGANIZATIONAL FOUNDATIONS 4
Organizational Foundations
Diana
Leadership, Organization Theory and Change
11/06/2019
Organizational Foundations
1. Assess the effectiveness of the organization’s values statement:
What is the values statement or what are the organizational values?
GlaxoSmithKline organization values are:
· Patient
· Focus
· Transparency
· Respect
· Integrity
How was the values statement created? Who participated?
The value statement of the organization was created through a thorough examination and synthesizing of the purpose and goals the organization has. This will give more light on what the organization wants and what are their expectations. The value statement was also created by the beliefs and desired behaviors of the members within the organization. The value statement also was created considering the organization's area of activity. This helps in making people within the organization involve themselves in ethical behaviors. People who participated in the creation of the value statement of the organization are the members of the organization.
How accurate is the values statement when compared to actual behaviors in the organization?
A value statement is created from the values behaviors held by the organization member, therefore, the members of the organization should behave according to the value statement because their behaviors are what resulted in the creation of the value statement.
What recommendations would you make to improve the values statement and to enhance how it is used in organizational behaviors and decision making?
The organization should always ensure that the value statement does not give room for the members of the organization to perform unethical behaviors. The organization should always inclusive values that will guide employees to make fair decisions that will promote good values. This should also ensure the full participation of the members of the organization to participate to improve the quality of the value statement.
2. Analyze the effectiveness of the vision statement
What is the vision statement?
To be one of the trusted, innovative, and best-performing health partners
Do organizational members know what the vision is? Based on what evidence?
Yes, every member of the organization clearly understands the vision of the organization. The employees and the member of the organization involve themselves in research, development and manufacturing an innovative product that will attain the vision of the organization. Through the activities and the ability of the members in the organization, it is evident that they all are aware of the vision of the organization.
Do organizational members embrace the vision? Based on what evidence?
The members of the organization have embraced the vision through their commitment and hard work to attain the vision of the organization. The members have been involved in the activities of the busine ...
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Roles Responsibilities And Expectations
- 1. Roles, responsibilities and expectations
- 2. Roles, responsibilities and expectations Table of Contents Re-cap of Nourish’s Goals and Purpose Nourish Organizational Structure Defining Our Success Chapter policies
- 3. Roles, responsibilities and expectations. Nourish’s model provides mutual benefits for stakeholders.
- 5. 50 sustainable chapters by 2013
- 7. On campuses and in communities
- 8. Making Nourish more sustainable
- 10. Roles, responsibilities and expectations The National Office staff works to increase Chapter capacity.
- 11. Roles, responsibilities and expectations Chapters create impact through committees.
- 13. 50 sustainable chapters by 2013
- 15. On campuses and in communities
- 16. Making Nourish more sustainable
- 18. Obtain organizational status on campus. Build and maintain a student membership. Raise money through ventures and other initiatives. Establish partnerships with international organizations. Coordinate, implement and follow-up projects. Roles, responsibilities and expectations Chapters create organizational impact
- 19. Roles, responsibilities and expectations Chapters create sustainable impact on their campuses. Accomplishing Chapter Success
- 20. Roles, responsibilities and expectations Key milestones help Chapters to define their success.
- 21. A summary of Nourish’s Chapter Policies Communicate and maintain relationships National Office University Community Partner Raise money for Nourish Projects Through ventures on campus Deposited in Nourish Bank Accounts. Report information Membership Finances Impact Roles, responsibilities and expectations Chapters are expected to uphold Nourish’s policies.
Editor's Notes
- Committees or positions here?
- Increase Chapter CapacitySummer InstituteWorkshopsWeekly phone calls, etcNational partnershipsDetermines organization goals and policiesManages corporation, foundation and donor relationshipsSupports chapters through:Development of Chapter LeadersStrategic adviceQuality controlProjectsVenturesStudent LeadersSeeding new chaptersStudent apply to found new chapters and are chosen through the Chapter Founders ProgramNINO Provides initial seed funding
- Chapter SustainabilityProfitability: Mature chapters should be $5k or higher.Projects: Mature chapters should be running at least 1 per year.Leadership: Mature chapters should have a full Exec. Board.Membership: Mature chapters should haveImpact measurement: Mature chapters should regularly report on their on-campus and international impact.More than last yearMembersMoneyProjects
- Executive Team w/ Regular meetingsStudent Organization Status – attain or maintainInterest MeetingGeneral Body MeetingsGeneral BodyCommittees (International projects / ventures / other)1st VentureMultiple VenturesConsistent VentureChosen ProjectsRaising 1k, 2k, 3k, (depends per chapter, but minimum should get to 5k).Transitioning LeadershipProject Implementation (sending students / $$)Project ReportingProject Follow-upMultiple projects
- Handout the policies