Chapter 4

Question 1

A written statement that reaffirms or states outright the organization’s values that might not be evident in the
mission or vision statements.

Answer 1

Values statement

Question 2

Key Takeaway 4.2

Answer 2

Mission and vision both relate to an organization’s purpose and aspirations,
and are typically communicated in some form of brief written statements. A
mission statement communicates the organization’s reason for being and
how it aspires to serve its key stakeholders. The vision statement is a narrower, future-oriented declaration of the organization’s purpose and
aspirations. Together, mission and vision guide strategy development, help
communicate the organization’s purpose to stakeholders, and inform the goals and objectives set to determine whether the strategy is on track.

Question 3

The function of management
that involves developing an
organizational structure and
allocating human resources to
ensure the accomplishment of
objectives.

Answer 3

organizing

Question 4

A formal, guided process for
integrating the people,
information, and technology of
an organization.

Answer 4

organizational design

Question 5

A system of shared
assumptions, values, and beliefs showing people what is
appropriate and inappropriate
behavio

Answer 5

organizational culture

Question 6

Individuals or organizations
tied to one another by one or
more specific types of
interdependency.

Answer 6

Social networks

Question 7

Involves influencing others toward the attainment of
organizational objectives.

Answer 7

Leading

Question 8

Ensuring that performance
does not deviate from
standards. Controlling consists
of three steps, which include
(1) establishing performance
standards, (2) comparing
actual performance against
standards, and (3) taking
corrective action when
necessary.

Answer 8

Controlling

Question 9

A measure of performance that
serves to predict where the
firm is going, in terms of
performance.

Answer 9

leading indicator

Question 10

A measure of performance that
tells you in real-time that the
organization is on track.

Answer 10

pacing indicator

Question 11

A measure of performance that
shows how well the firm has
done historically.

Answer 11

lagging indicator

Question 12

Management strategy that reflects the aim of tying the
organization’s human capital, its people, into the mission and vision

Answer 12

Strategic human resources management (SHRM)

Question 13

Key Takeaway 4.3

Answer 13

In addition to being a key part of the planning process, mission and vision
also play key roles in the organizing, leading, and controlling functions of
management. While mission and vision start the planning function, they are
best realized when accounted for across all four functions of
management—P-O-L-C. In planning, mission and vision help to generate
specific goals and objectives and to develop the strategy for achieving them.
Mission and vision guide choices about organizing, too, from structure to
organizational culture. The cultural dimension is one reason mission and
vision are most effective when they pervade the leadership of the entire
organization, rather than being just the focus of senior management.
Finally, mission and vision are tied to the three key steps of controlling: (1)
establishing performance standards, (2) comparing actual performance
against standards, and (3) taking corrective action when necessary. Since
people make the place, ultimately strategic human resources management
must bring these pieces together.

Question 14

The generation of new ideas

Answer 14

creativity

Question 15

An intense, driving, or
overmastering feeling or conviction. Passion is also associated with intense emotion compelling action.

Answer 15

passion

Question 16

Thinking that relies on logical or structured ways of creating
a new product or service (often
called left-brained thinking).

Answer 16

programmed thinking

Question 17

A thinking process that is about changing patterns and
perceptions (often called rightbrained thinking).

Answer 17

lateral thinking

Question 18

This is a checklist tool that helps you to think of changes you can make to an existing marketplace to create a new one—a new
product, a new service, or both.

Answer 18

SCAMPER

Question 19

A widely used small group process technique whose
purpose is to produce a large number of ideas in a relatively
short period of time.

Answer 19

The Nominal Group Technique (NGT)

Question 20

A concept, related to passion, that is generally viewed as
managing discretionary effort;
that is, when employees have
choices, they will act in a way that furthers their
organization’s interests.

Answer 20

employee engagement

Question 21

Key Takeaway 4.4

Answer 21

You learned about the relationship between creativity and passion and
mission and vision. You learned that creativity relates to the power or
ability to create and that passion is intense emotion compelling action.
Creativity is important if the desired mission and vision are desired to be
novel and entrepreneurial; passion is important both from the standpoint of
adding energy to the mission and vision and to key stakeholders following
the mission and vision.

Question 22

Individuals and organizations
who are actively involved in
the organization, or whose
interests may be positively or
negatively affected as a result
of what the organization does.

Answer 22

Stakeholders

Question 23

A stakeholder’s relative power
over and within an
organization.

Answer 23

Influence

Question 24

The degree to which the organization cannot be
considered successful if a stakeholder’s needs, expectations, and issues are
not addressed.

Answer 24

Importance

Question 25

The range of techniques or
tools used to identify and to understand the needs and
expectations of major interests inside and outside the
organization environment.

Answer 25

stakeholder analysis

Question 26

Key Takeaway 4.5

Answer 26

This section introduced stakeholders, their roles, and how to begin assessing
their roles in the development of the organization’s mission and vision.
While any person or organization with a stake in your organization is a
stakeholder, managers are most concerned with those stakeholders who
have the most influence on, or will be most influenced by, the organization.
On the basis of your assessment of stakeholders, you now can be proactive in
involving them in the P-O-L-C stages.

Question 27

A big, hairy, audacious goal.

Answer 27

BHAG

** a bold vision

Question 28

Key Takeaway 4.6

Answer 28

This section described some of the basic inputs into crafting mission and
vision statements. It explored how mission and vision involved initiation,
determination of content, communication, application, and then monitoring
to be sure if and how the mission and vision were being followed and
realized. In many ways, you learned how the development of mission and
vision mirrors the P-O-L-C framework itself—from planning to control
(monitoring).

Question 29

Key Takeaway 4.7

Answer 29

In this section, you learned how to think of mission and vision in terms of
your personal circumstances, whether it is your career or other aspects of
your life. Just as you might do in developing an organization’s vision
statement, you were encouraged to think of a big, hairy audacious goal as a
starting point. You also learned a five-step process for developing a personal
vision statement.