1. Supervisory Management
Facilitator
Lloyd S. Pascoe (II)

2. The Organisation, Vision & Mission
Objectives
A the end of the session participants should be able to:
Define organization
Identify and discuss the features of organisations
Discuss the importance of organizations
Identify the characteristics of vision and mission
Discuss the importance of organizations in pursuing goals
Identify the characteristics of vision and mission statements

3. The organisation What is it?
A collection of people who work together and coordinate their actions to achieve goals
An organisation can be defined as a group of two or more people who cooperate and coordinate their activities in a systematic manner to reach goals.

4. The Organisation Features of organisations Purpose Human resources
Vision, mission, policies, strategies, procedures, rules
Human resources
These are the organization’s greatest assets because of their knowledge, skills & attitudes
Structure
Functions and hierarchy-reporting relationships

5. The Organisation Features of organisations Culture Technology Policies
Dominant and individual values
Technology
The machines in use
Information processing
Policies
Guidelines to action

6. The Organisation Features of organisation Procedures Rules
Certain specific steps/guidelines for handling organisational actions that occur regularly.
Rules
Standing plans that detail specific actions to be taken in a specific situation.

7. The Nature of the Organisational Environment
The Organization exists in an External and Internal environment.
The External environment is everything outside an organization that might affect it operations.
The internal environment consists of conditions and forces within the organization.

8. The External Environment
The various dimensions and forces in an organization’s surroundings that might affect its activities.
The task environment consists of specific organizations or groups that are likely to influence an organization.

9. The Internal Environment
Board of Directors
Employees
Culture

10. Board of Directors
A board of directors is only required of organizations that are incorporated; however, many other firms have them. The board of directors is elected by the stockholders and is charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests.

11. Employees
When the organization's employees hold the same values and goals as its management, everyone wins. However, when managers and employees work toward different goals everyone suffers. The composition of the organization's employees is changing, and managers must learn how to deal effectively with these changes.

12. Culture
The culture of an organization is the set of values that helps its members understand what the organization stands for, how it does things, and what it considers important. A strong organizational culture can shape the firm's overall effectiveness and longterm success and help employees to be more productive.

13. Organisational Resources
Human
Financial
Physical
Information

14. Informal Organisation
The set of evolving relationships and patterns of human interaction within an organization that are not officially prescribed
They do not subscribe to the boundaries of the formal organization.
They are created at every level by organizational members.
They joined together to satisfy needs

15. Benefits and Cost of the Informal Organisation
Assists in accomplishing Work
Helps to remove weaknesses in the formal structure
Provide an additional channel of communication
Provide emotional support for employees.
Costs
May work counter to the purpose of formal organization
Reduces the degree of predictability and control
Increase the time required to complete activities.

16. Comprehensive Mission Statement
Vision and Mission
Clear Business Vision
Comprehensive Mission Statement

17. The Organisation’s Vision
Vision: This is an important shaping factor of the organisation.
Is a picture of the “preferred future”, a statement that describes how the future will look if the organization achieves its ultimate aims
A vision is the picture of the future
It is what the organisation is aiming to become
Vision provides direction, focus and commitment

18. The Organisation’s Vision
“You will never be greater than the vision that guides you”
Managers need to articulate the vision in a powerful and effective manner and also model the vision
They have to live, think, breathe the vision and this will be transmitted to other managers, supervisors and employees

19. Features of a Vision Statement
It should be realistic and credible, well articulated, easily understood, appropriate, ambitious and responsive to change.
It should orient the group’s energies and serve as a guide to action.
It should be consistent with the organization’s values.
Simply put, the vision should state what thefounder ultimately envisions the business to be, in terms of growth, values, employees, and contributions to society

20. Developing Organization’s Vision
1. Begins with thinking strategically:
About firm’s future makeup &
Forming a vision of firm’s future in 5-10 years
2. Task is to:
Inject a sense of purpose into firm’s activities
Provide long term direction
Give firm strong identity
Decide “who we are. What we do & and where we are headed”
Reflects management’s vision of what firm seeks to do & become
Provides clear view of what firm is trying to accomplish for its customers
Indicates intent to stake out a particular business position

21. Why Should Supervisors Share the Organization’s Vision
When all employees including Supervisors are committed to a firm’s long-term direction, optimum choices on business decisions are more likely.
Any other Reason?

22. The Organisation The mission
It is a relatively permanent part of the organisation’s identity and do much to unify and motivate members of the organszation.
It explains the vision

23. The Organisation The mission It should be simply written
It should be made somewhat attractive and placed at strategic points in the organisation
It should be brief – no more than one hundred words describing how the business will be involved in the community.

24. Mission Statements
Enduring statement of purpose
Distinguishes one firm from another
Declares the firm’s reason for being

25. Statement of philosophy Statement of business principles
Mission Statements
Also referred to as:
Creed statement
Statement of purpose
Statement of philosophy
Statement of business principles

26. The Organisation’s Mission
The mission
If the organisation is to be meaningful to its employees and customers it should have a mission.
This mission is a broad goal based on managers’ assumptions about the organisation’s purpose, competencies, and place in the world. .

27. Vision & Mission
Shared vision creates a community of interests

28. Developing Vision & Mission
Clear mission is needed before alternative strategies can be formulated and implemented

29. Developing Vision & Mission
Participation from diverse managers is important in developing the mission

30. Organizational Climate Focal Point for Work Structure
Benefits from a strong mission
Unanimity of Purpose
Mission
Resource Allocation
Organizational Climate
Focal Point for Work Structure

31. Effective Missions Broad in scope Generate strategic alternatives
Not overly specific
Reconciles interests among diverse stakeholders
Finely balanced between specificity & generality
Effective Missions

32. Effective Missions Arouse positive feelings & emotions
Motivate readers to action
Generate favorable impression of the firm
Effective Missions

33. Effective Missions Reflect future growth
Provide criteria for strategy selection
Basis for generating & evaluating strategic options
Are dynamic in nature
Effective Missions

34. Natural Environmental Perspective Is Your Firm Environmentally Proactive?
Preserving the natural resources is good business!
Reactive environmental policies can be expensive
Proactive policies force companies to innovate and upgrade processes

35. Mission & Customer Orientation
An Effective Mission Statement –
Anticipates customer needs
Identifies customer needs
Provides product/service to satisfy needs

36. Social Policy & Mission
Social policy should be integrated in all strategic-management activities
Mission should convey the social responsibility of the firm

37. Mission Components Products or Services Markets Customers Technology
Employees
Mission Components
Survival,
Growth,
Profits
Public
Image
Philosophy
Self-Concept

38. Components of a Mission Statement
Specifies basic type of product or service to be offered
•Identifies primary market or customer groups to be
served
•Specifies the technology to be used in production or
delivery
•Reflects the firm’s fundamental concern for survival
through growth and profitability
•Reflects the firm’s managerial philosophy
•Identifies the public image the firm seeks
•Specifies the self-concept those affiliated with the firm
should have of it.

39. Newest Trends in Mission Components
Sensitivity to customer wants
“The customer is our top priority!”
Emphasis on extensive product safety programmes
Concern for quality
“Quality is job one!”
Emphasis on quality in manufacturing
New philosophy – quality is the norm

40. Examples of Mission Statements