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Vision, mission, philosophy and goals
- 1. JM MAYOR
- 3. Is a statement of a school's road map, indicating both what the school wants to become and guiding transformational initiatives by setting a defined direction for the school's growth. An imagined idea toward which one aspires Vision
- 5. Because a vision is a catalyst A vision aligns people in activities that cut across the organization. A vision facilitates goal setting and planning. It helps people set priorities. The vision says, “This is what we stand for.” A vision defines what you will do as well as what you will not do. A vision unleashes energy. A vision is the embodiment of the organization’s core beliefs. Why a Vision Is Important?
- 6. Graphic Directional Focused Flexible Feasible Desirable Easy to communicate Characteristics of a Vision Statement
- 7. It is a statement telling what business you are in and what services you will offer A statement of purpose concentrates on the present it defines the clientele(s) critical processes and it informs you about the desired level of performance Mission
- 8. The mission statement guides the day-to-day operations and decision-making of the organization. It helps in tactical planning and "rallying the troops" around a common near- to medium-term goal. The mission statement helps members of the organization get on the same page on what they should do and how they should do it. Purpose
- 9. Purpose and values of the organization What business the organization wants to be in (products or services, market) or who are the organization's primary "clients" (stakeholders) What are the responsibilities of the organization towards these "clients" What are the main objectives that support the company in accomplishing its mission Features of an effective mission statement are:
- 10. An integrated set of assumptions and beliefs the way things are, the purpose of these activities and the way it should be. Philosophy (model)
- 11.
- 12.
- 13. Goal
- 14. A type of quality assurance process under which services and operations of educational institutions or programs are evaluated by external body to determine applicable standards are met. Accreditation
- 15. AACUP (1989) PAASCU (1957) APPES (2004&2010) PACUCOA ISO(2008) ISA (cmo no.46s.2012) Accrediting bodies
- 16. Don Hofstrand. Creating a Mission Statement, Setting Goals and Developing Strategies. Retrived from https://www.extension.iastate.edu/agdm/wholefarm/htm l/c5-09.html https://www.linkedin.com/pulse/defining-terms-vision- mission-goals-objectives-fareed https://ecommons.cornell.edu/bitstream/handle/1813/3 6906/pdmission.pdf?sequence=1 http://www.osec.doc.gov/bmi/budget/04strplan/Mission. pdf
Editor's Notes
- Teams and team building efforts are popular buzzwords in today’s work environment. Bringing individuals together in the workplace and getting them to work together as an effective team is a challenge
- A vision provides focus for assessing individual, department, and organizational progress. A Vision Includes . . . Each vision is unique. If you create a good vision statement, it will apply only to your organization. It cannot be transferred to another industry. It reflects the core values of the organization. A vision shows how diverse parts of the organization are aligned in pursuit of common goals. A vision embraces paradox. As you begin thinking about creating a vision, you will find many issues seem to be “either/or” in nature. Either we go for low cost or we go for high quality. Either we invest for the future or we focus on short-term goals. Good vision statements accept both sides of the paradox: We strive to achieve low costs and guarantee high quality. According to Built to Last, the visionary companies are adept at embracing both sides. They don’t just look for balance — a little savings and a little quality. They look for ways to have it all: low costs and high quality. Managing these seemingly paradoxical issues is what gives life to visions. Visions can be short “we will have a man on the moon” or as long as a page or two. But, in either case, they must give a clear and compelling picture. There are no rules for creating visions.
- -paints a picture of what you are trying to create or positions the school’s is striving to takeout -is forward looking, describes the strategic course and the services that will help the organization in the future -specific enough to give guidance to the organization in making decisions and allocating resources -not a once-in-a lifetime statement, a directional course that has to be adjusted as circumstances changes -within the realm and could be reasonable expect to happen in the future -indicates why the direction is in good sense and is in the long term reference interest of the members -is explainable and can be reduced in one slogan (Henry Ford: “a car in every garage”)
- A mission statement is a statement which is used as a way of communicating the purpose of the organization. Although most of the time it will remain the same for a long period of time, it is not uncommon for organizations to update their mission statement and generally happens when an organization evolves. Mission statements are normally short and simple statements which outline what the organization's purpose is and are related to the specific sector an organization operates in. Properly crafted mission statements serve as filters to separate what is important from what is not, clearly state which markets will be served and how, and communicate a sense of intended direction to the entire organization. A mission is different from a vision in that the former is the cause and the latter is the effect; a mission is something to be accomplished whereas a vision is something to be pursued for that accomplishment.
- The mission statement should guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated." It is like a goal for what the company wants to do for the world.
- Provides direction: Mission statements are a great way to direct a business into the right path, it plays a part in helping the business make better decisions which can be beneficial to them. Without the mission statement providing direction, businesses may struggle when it comes to making decisions and planning for the future, this is why providing direction could be considered one of the most advantageous points of a mission statement. Clear purpose: Having a clear purpose can remove any potential ambiguities that can surround the existence of a business. People who are interested in the progression of the business, such as stakeholders, will want to know that the business is making the right choices and progressing more towards achieving their goals, which will help to remove any doubt the stakeholders may have in the business.[9] The benefit of having a simple and clear mission statement is that it can be beneficial in many different ways. A mission statement can help to play as a motivational tool within an organisation, it can allow employees to all work towards one common goal that benefits both the organisation and themselves. This can help with factors such as employee satisfaction and productivity. It is important that employees feel a sense of purpose, by giving them this sense of purpose it will allow them to focus more on their daily tasks and help them to realise the goals of the organisation and their role. Although it is mostly beneficial for a business to craft a good mission statement, there are some situations where a mission statement can be considered pointless or not useful to a business. Unrealistic: In most cases, mission statements turn out to be unrealistic and far too optimistic.[9] An unrealistic mission statement can also affect the performance and morale of the employees within the workplace. This is because an unrealistic mission statement would reduce the likelihood of employees being able to meet this standard which could demotivate employees in the long term. Unrealistic mission statements also serve no purpose and can be considered a waste of management's time. Another issue which could arise from an unrealistic mission statement is that poor decisions could be made in an attempt to achieve this goal which has the potential to harm the business and be seen as a waste of both time and resources. Waste of time and resources: Mission statements require planning, this takes time and effort for those who are responsible for creating the mission statement. If the mission statement is not achieved, then the process of creating the mission statement could be seen as a waste of time for all of the people involved. A lot of thought and time is spent in designing a good mission statement, and to have all of that time wasted is not what businesses can afford to be doing. The wasted time could have been spent on much more important tasks within the organisation such as decision-making for the business.
- These philosophies are sometimes explicit and occasionally implicit in the minds of the manager
- A goal is a desired result that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines. It is roughly similar to purpose or aim, the anticipated result which guides reaction, or an end, which is an object, either a physical objector an abstract object, that has intrinsic value.