8 - Expressing organisational purpose Flashcards
2 learning outcomes - chapter 8
- consider and analyse how the core aspects of the strategic journey: vision, mission, objectives and goals, contribute to and help to shape the purpose of the organisation
- apply different models to the analysis of organisational purpose
Org purpose has to be segregated and viewed from 3 different time dimensions:
Past
Present
Future
Org purpose segregated and viewed from ‘Past’ dimension - 4 Qs
What can we learn from org’s history?
Have there been previous definitions or purpose and strategy?
What has been used to benchmark progress?
How has success been measured and recognised?
Org purpose segregated and viewed from ‘Present’ dimension - 4 Qs
What are today’s values?
Is the prevailing culture oblivious to, resistant to, or in need of change?
What are the restraining forces and parameters of today?
How is success measured today?
Org purpose segregated and viewed from ‘Future’ dimension - 4 Qs
What needs to change, and why?
Are the strategic views of different players disparate of aligned?
How far ahead can we realistically visualise?
What will be the success measures of the future?
Strategy Model - which three elements make up the tactical plan? (top left circle)
Implement - fulfilling tasks which have been defined as required and expected
Monitor results - in order to understand whether the strategy is working as expected
Adjust - people are empowered to make adjustments within parameters of current tactical plan
5 reasons why vision is fundamental aspect of development and challenging of strategy
- Starts the process (awareness of need for change)
- Requires a challenge to the purpose - is this being fulfilled?
- Challenges existing perceived boundaries
- Requires more than just extension of replication of current picture
- Provides challenge for people involved
What does organisational vision identify?
A picture of the perceived outcome
What does organisational mission define?
The rationale and the values (of the vision)
Maccoby on organisational missions
Needs to be emotionally driven - emotionally charged needs and values of people involved need to be shaped into value system which gives mission of underlying drive and commitment from core players
Maccoby - 6 core aspects of human emotion to consider when shaping and developing meaning within organisational mission
Survival - defence of oneself/group
Relatedness - need to interact with others
Play - drive to explore/innovate
Information - desire to understand/learn
Dignity - need to feel part of while and recognise individual role
Mastery - requirement to feel control of part of what we do
Lynch - 5 core traits (elements) that tend to sit within mission statement
- Nature of business
- Focus on needs of customer/consumer
- Values and beliefs of org
- Element of sustainable competitive edge
- Reasons for existence
Argenti on mission statements
- More to do with public relations then strategic planning
- Useful crafted output from planning process that should not be an input into that process
Ashbridge mission model - 4 elements
- Purpose (why?)
- Values held by organisation and employees (who? what?)
- Standards and behaviours (how?)
- Strategy (when? where?)
Distinguish between goals and objectives
Often used interchangeably, usually defined by how each org/individual uses them.
Mintzberg suggested an objective is a goal expressed in the form by which its attainment can be measured
