ENTREP | LESSON 2 Flashcards
Two forms of Purpose
• Current Purpose - MISSION • Future Purpose - VISION
a clear, concise, and enduring statement of reasons for an organization’s existence today
Mission
represents future purpose providing a mental picture of the aspirational existence that an organization is working toward.
Vision
Supporting both the current and future purpose are
Values
the ideals and principles which guide the thoughts and
actions of an organization and define its character.
Values
provide a powerful directional force
Mission, vision and values
is an assumed responsibility of the company born from its
social goals.
Mission
reflects the way in which vision can be transformed into a tangible existence for the company.
Mission
represents the reason for existence and for creating value for society.
Mission of an organization
A good mission statement should answer the following four questions:
- What function is performed?
- How is the function performed?
- For whom is the function performed?
- Why is the function performed?
A good mission statement meets the following criteria:
• Clear
• Concise
• Answers What? How? Who? Why?
• Captures uniqueness • Reflects values
DLSMHSI VISION N MISSION
De La Salle Medical and Health Sciences Institute shall be the preferred institution and employer for medical and health education, patient care, and research.
answers “Where is our purpose headed in the future?”
Vision statement
excites the imagination and challenges people to work for something they do not yet know how to do.”
Vision (Greenleaf in Horwath, 2005)
Six characteristics of a sound vision statement (Kotter in Horwath, 2005).
• Imaginable • Desirable
• Feasible
• Focused
• Flexible
• Communicable
general guidelines that explain what you want to achieve in your organization
Goals (Bryan and DiMartino, 2010).
are usually set first, followed by objectives that help you measure your progress toward those goals
Goals (Hill, n.d.)
are broader, more general statements of what you intend to achieve. They are pursued over a longer term than objectives are
Goals (Hill, n.d.)
define strategies or implementation steps to attain the identified goals. They are specific, measurable, and have a defined completion date. They are more specific and outline the “who, what, when, where, and how” of reaching the goals
Objectives (Bryan and DiMartino, 2010
are descriptions of exactly what is to be done in order to meet your goals. They are clear and specific statements of what you plan to accomplish. They are short-term, measurable, and achievable over a specified period of time. It is normal to have several objectives for each goal
Objectives (DSO, California State University - Fullerton, 2010)
a way by which organizational activities are divided, organized, and coordinated
Organizational structure (Ahmady, Mehrpour, and Nikooravesh, 2016)
the framework of reporting relationships in an organization
Organizational structure (Clawson and Pitts, 2008).
Six (6) Components of Organizational Structure
- Chain of Command
- Span of Control
- Centralization
- Specialization
- Formalization
- Departmentalization
It is an unbroken line of authority that extends from top of the organization all the way down to the bottom
Chain of command (Devaney, 2014).
It clarifies who reports to whom within the organization
Chain of Command
It refers to a company’s hierarchy of reporting relationships – from the bottom to the top of an organization, who must answer to whom
Chain of command (Johnson, 2019).
not only establishes accountability, it lays out a company’s lines of authority and decision-making power.
Chain of command
refers to the number of people reporting to a supervisor
Span of control
This refers to the number of subordinates a superior can effectively manage
Span of control
The higher the ratio of subordinates to superiors, the
wider the span of control.
Also known as the division of labor
Specialization
It is the degree to which activities or tasks in an organization are broken down and divided into individual jobs
Specialization
It describes the degree to which tasks in an organization are subdivided into separate jobs
Specialization
is the key differentiator as it takes into account the degree to which an employee’s tasks and activities are governed by rules, procedures, and other mechanisms
Formalization
It refers to the degree to which jobs within the organization are standardized and the extent to which
employee behavior is guided by rules and procedures
Formalization
refers to the process of grouping jobs together in order to coordinate common activities and tasks
Departmentalization
Forms of Departmentalization
Functional
Product
Geographical
Process
Customer
