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1、CHAPTER2THEBUSINESSVISIONANDMISSIONCHAlrIEROUT1.INE WhatDoWeWantloBecome? WhaliSOUrBusiness? In)11anceofVisionandMissionStatements CharacteristicsofaMissionStatement MissionStatementComponents WritingandEvaluatingMissionStatementsCHIrEROBJECTIVESAfterstudyingthischapter,youshouldbeablelodothefollowi
2、ng:1. DescribethenatureandroleofvisionandIniS3OnStatcnwntsinstrategicmanagc11wnt.2. Discusswhytheprocessofdevelopingamissionstatementisasimportantastheresultingdocument.3. Identif)thecomponentsofmissionstatements.4. DiscusshowclearvisionandmissionSlalcinentscanbenefitolherStrategic-managc11wntactivi
3、ties.5. Evaluatemissionstatementsofdifferentorganizations.6. Writegoodvisionandmissk)nstatements.CHAPTEROVERVIEWChapter2focusesontheconceptsandtoolsneededtoevaluateandwritebusinessvisionandmissionstatements.ApracticalframeworkibrdevelopingmissionSiatementsisprovided.Actualmissionstatementsoflargeand
4、smallorganizationsandprofitandnonprofitenterprisesarepresentedandcriticallyexamined.TheprocessofcreatingavisionandmissionStatemeniisdiscussed.Theglobaleconomicrecessionhasresultedinmanyfirmschangingdirection,therebyalteringtheirentirevisionandmissioninordertosurvive.DoingGreatinaWeakEconomy-Wal-Mart
5、AtatimewhenInoSIfirmswerestruggling,Wal-Martsignificantlyincreaseditsrevenuesbetween2(X)7and2008.FoHuneMagazinein2009ratedMcDonaldsaslhe11hMostAdmiredCompanyintheWorld*.Wal-Martcontinuestoexpandinternationallyandisrevitalizingitselectronicsdepa11nentsinanefforttopullmarketsharefromcompetitors.Wal-Ch
6、apter2：TbeBusinessVKiOnadMissionMarlisaCorPOnHCleaderinsustainabilityandisintheprocessofredefiningtheglobalconsumerproductslabelingprocess.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. WHATDOWEWANTTOBECOME?Itisespeciallyimportanttormanagersandexecutivesinanyorganizationtoagreeonthebasicvisionthatthefims
7、trivestoachieveinthelongterm.A.ImportanceofaVisionStatement1. Avisionstatementshouldanswerthebasicquestion,*Whatdowcwanttobecome?”AclearvisionprovidesthefoundationIbrdevelopingacomprehensivemissionstatement.2. ManyOrganizalionshaveboihavisionandamissionstalemenl,butthevisionSUlemenishouldbeestablish
8、edrslandforemost.a. Thevisionstatementshouldbeshort,preferablyonesentence,andasmanymanagersaspossibleshouldhaveinputintodevelopingthestatement.b. Table2-1providesexamplesofseveralvisionsta(e11)ents.VTN(ViSiItheNe:Thewebsitewwwxsuchico.edu/mgnu/strategy/modulel/sldOO7.htmgivesanimroductioftothevision
9、concept,rN(VisittheNeti：Thewebsitewwwxsuchico.edu/mgnu/strategy/nuHiulelsld(K8.htmgivesanintroduciiontothemissionconcept.II. WHATISOURBUSINESS?A. MissionStatements1. PctcrDruckcrsaysthataskingthequestion.Whatisourbusiness?*issynonymouswithaskingthequestion.Whatisourmission?*2. Amissionisanendurings(
10、aenenofpurposethatdistinguishesoneorganizationfromothersimilarentcrises.ThemissionstatementisadeclarationoanorganizationsreasonforbeingJ3. Sometimescalledacreedstatement,astatementofpurpose,astatementofphilosophy,astatementofl)eliefs,as(aienentofbusinessprinciples,ora34statementdefiningourbusiness/a
11、missionstatementrevealswhatanorganizationwantstobeandwhomitwantstoserve.4. SeeFigure2-1-(heComprehensiveStrategicManagementMode).Itshowsdevelopingmissionandvisionasthefirststepinstrategicmanageneni.5. Table2-2providesexamplesofmissions(atemens.B. VisionversusMission1. Manyorganizationsdevelopbothami
12、ssionstatementandavisionstatement.WhereasthemissionstatementanswersIhcquestion,i*Whatisourbusinc7t,thevisionstatementanswersthequestion,fcbWhatdowcwanttobecome?”2. Bothprofitandvisionareneededtomotivateaworkforceeffectively.C. TheProcejwofDevelopingaVisionandMissionStatement1. Asindicatedinthestraie
13、gic-managemenlmodel,aclearmissionStalcmentisneededbeforealternativestrategicscanbeformulatedandimplemented.2. Itisimportanttoinvolveasmanymanagersaspossibleintheprocessofdevelopingamissions(a(enent.becausethroughinvolvement,peoplebecomecommittedtoanorganization.3. Awidelyusedapproachtodevelopingamis
14、sionstatementistoa. Selectseveralarticlesaix)utmissionstatementsandaskallmanagerstoreadtheseasbackgroundinformation.b. Askmanagerstoprepareamissionstatementfortheorganization.c. Atacilitakr,orComnIiHeeoftopmanagers,shouldthenmergethesestatementsintoasingled(urnentanddistributethisdru11toallmanagers.
15、d. Arequestformodifications,additions,anddeletionsisneedednextalongwithameetingtorevisethedocument.VTNTViJiiltheNet):Thewebsitewiv.csuchico.edii/mgm!Air(iteg7m()dt4lel/sld(X)9.htmgivesquestionsthathelptodevelopmissionandvisionstalemenis.TeachingTip:AnexcellentbookonmissionStateinenlsisentitled.TheMi
16、ssionStatementRack:301CorporateMissionStatementsfromAmerica,sTopCompanies,ThebookiswrittenbyJeffreyAbrahamsandisanexcellentresourceforindividualsinterestedinknowingmoreaboutthepurposeandvalueofcorporatemissk)nstatements.II1.IMPORTANCE(BENEFITS)OFVISIONANDMISSIONSTATEMENTSA. TheImportanceofMissionStatementsisWellDocunwntcdRarickandV
