1. 1 Aims and Objectives, Mission Statements Geoff Leese Sept 1997 Revised Sept 1998, Sept 2001, Sept 2002, Sept 2003, Sept 2005, Sept 2006, Sept 2007, Aug 2008, Aug 2009, Jan 2010

2. 2 Are they the same? n A hierarchical list of intentions, becoming more specific and measurable as one goes down the hierarchy. Mission Statement Aims Objectives Goals?

3. 3 The Mission Statement n A short statement that sum up the organisation’s approach and purpose. n “Life long learning for the whole community” n “What are we FOR?” ä What business are we in? ä What business do we want to be in? ä How might we get there? n What’s yours? (Levitt, 1960)

4. 4 Strategy n Made up of aims and objectives

5. 5 Aims n Broad, long term goals. n “Where do we want to be?” n Probably best to have no more than have a dozen n States what we want to achieve, not how we’re going to do it.

6. 6 Objectives n Clear, unambiguous, measurable statements n Each aim will usually have several objectives n Statements of WHAT we will do, not how it will be done.

7. 7 Objectives n Clear, unambiguous, measurable statements n Each aim will usually have several objectives n Statements of WHAT we will do, not how it will be done.

8. 8 Examples of strategic objectives n Attaining a predetermined ROCE n Increasing shareholders’ earnings n Becoming the market leader n Reducing borrowing n Improving industrial relations Bennett chapter 2 page 18

9. 9 Examples of tactical objectives n Acquiring a subsidiary in a particular market n Extending product range n Introducing new manufacturing technology n Revising organisational structure Bennett chapter 2 page 18/19

10. 10 Examples of operational objectives n Meeting forecast sales next year n Increasing market share of some products n Cost-cutting programmes n Efficient utilisation of plant, machinery and people n Improving cashflow position n Better credit control Bennett chapter 2 page 19

11. 11 SMART Objectives n Specific – not general n Measurable – objectives without performance measures are pointless! n Agreed – commitment of stakeholders n Realistic – unrealistic objectives lead to disillusionment and cynicism n Time constrained – otherwise they’ll never be achieved!

12. 12 Policies n HOW objectives will be pursued.

13. 13 Examples n Aim - A happy, healthy, contented, productive workforce. n Objective – Improve the health of our workforce by cutting the number of smokers in our workforce by 20% NLT January 2009. n Policies ä Introduce a smoking ban in the workplace ä Offer practical help to employees to stop smoking

14. 14 Objectives of Private-Sector organisations n Profit maximisation ä Produce & supply goods & services for which demand is increasing ä Minimise costs of production ä Maintain output at level where profits are maximised ä Vary level of supply (needs market domination!) ä R & D (new products and methods)

15. 15 Objectives of Private-Sector organisations n Brand leadership/market domination n Corporate growth ä Expanding existing markets ä Diversification ä Takeover n Satisficing ä “Just enough is good enough”

16. 16 Objectives of Private-Sector organisations n Survival ä “buying turnover” n Loss-making ä offset against profit making parts of the group ä may still be cheaper than “buying in” n Strictly defined profit levels n Service n Employment

17. 17 Objectives of public-sector organisations n Stakeholders ä The Government ä Public sector workers ä The Public n Wide range of objectives here! n Fashion is for “business objectives” to be increasingly important

18. 18 Objectives of Public Sector Organisations n Access – ä available to all regardless of location or income n Quality – ä high quality services that do not cut corners n Affordability – ä services offered at prices that are cheaper than private sector or free at the point of use n Equity – ä available to anyone whatever their background, status, income, class, race, religion, etc.

19. 19 Problems with objectives n Bias n Complexity n Conflict n Lack of clarity n Communication

20. 20 Influences on Objectives & Policies Owners expectations Objectives and policies Social responsibility Business ethics Consumer pressures Pressure groups Manager’s goals Trade Unions Economic Factors Legislation Employee expectations

21. 21 Reading n Bennett chapter two n Cole G (1996) Management Theory and Practice, DP publications Chapter 17 n Hannagan T(1998), Management Concepts and Practices, FT Pitman Chapter 5 n Glossary of terms – follow the link! Glossary of terms – follow the link! n Writing a Mission Statement – follow the link! Writing a Mission Statement – follow the link!

22. 22 Tutorial Questions n Give three examples of strategic objectives and three of tactical objectives – for BT if you can! n What is a mission statement and what is BT’s? n Levitt offers three fundamental questions when writing objectives. ä What are they and how well do you think BT is addressing them?

23. 23 Tutorial Questions n How are objectives and goals sometimes considered to be different? n What are SMART objectives? n What are the advantages and disadvantages of MBO?