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identify and develop an organisation’s vision, mission, values and goals…

- - - - mission
        
        Mission: developed to enable successful achievement of the organisation’s vision
        
        What the organisation is going to do to achieve its vision
        - Where it is going to do it to realise the vision - When it will be done to realise the vision
        
        An effective mission should be able to answer:
        • What is the organisation going to do to achieve its vision?
        • Where is the organisation going to operate?
        • When will the organisation’s activities be done?
        • Captures the organisation’s reason for being, and energise its stakeholders to pursue common goals
        • A mission should not describe the organisation’s current offerings of particular products and services.
        
        The mission should not describe the organisation’s current offerings of particular products and services
      - values
        
        Values: guiding principles developed that form the basis of behaviours to support mission
        
        Continuous learning and sharing
        - Recognition and cooperation - Teamwork and cooperation - Open and honest communication - Commitment and accountability
        
        • Enable staff to flourish by providing them with a common cause
        • Help managers to make trade-off decisions about the direction when faced with competing interests
        
        An organisation documents and communicates its values to staff in order to encourage a commitment to a common cause and to a code of conduct that reflects the organisation’s value system. Behaviours reinforce the values and illustrate the types of actions that are appropriate to achieve the organisation’s vision and mission.
      - vision
        
        A vision is a sweeping, yet succinctly articulated description of an organisation’s ideal future state.
        . A vision encapsulates the aspirations and values of an organisation and its management, rather than the practical processes that could be transform the organisation to this state.
        
        • This begins with understanding the current state of organisation and where it sits within its operating environment, before defining where the organisation would like to be in the future.
        • The vision does not include the specifics of how the organisation will achieve this state— those details are included in the organisation’s goals. Rather an articulated description of an organisation’s ideal future
        
        5GFADS
        Test for an effective vision: (Kotter’s test on vision)
        
        Does it convey a picture of what the future will look like?
        
        Does it appeal to key stakeholders?
        
        Does it comprise realistic, attainable goals?
        
        Is it clear enough to provide guidance in decision-making?
        
        Is it easy to communicate; can it be successfully explained in 5 minutes
        
        Is it ambitious enough to force people out of comfortable routines?
        
        Asking the seven questions outlined by Kotter can help management to create a vision that is achievable, relevant and understandable. When key stakeholders comprehend the benefits of achieving the stated vision and believe that this is a feasible task, it is more likely that the benefits of vision will be realised.
        
        The vision does not include the specifics of how the organisation will achieve this state— those details are included in the organisation’s goals
        
        If a vision fails, it is usually due to one of the following reasons:
        failure of imagination;
        failure to build consensus;
        failure to act consistently; or
        failure to properly implement.
        ICIA
        
        success relies on common support from stakeholders (consensus) and a shared belief in the benefits of realisation (act consistently, proper implementation).
      - goals
        
        Goals: developed and decided upon to provide tangible outcomes for the organisation to achieve
        
        SMART Characteristics:
        ◦ Specific: goals are definable and the successful achievement is easily recognised ◦ Measureable: accurately and quantifiably measures the degree of accomplishment ◦ Achievable: goals set should be achievable ◦ Realistic: goals should be realistic ◦ Timely: the timeframe for completion of goals should be specific
        
        An organization’s goals are specific outcomes the organization seeks so it can achieve its mission. The most useful and achievable goals are those which have SMART characteristics. When an organization has achieved one of its goals, we can assume that it has developed the capability to carry out specific activities that led to this success. As the organization gradually achieve all of its goals, this ultimately allows it to achieve its vision.
  - - - An organisation’s vision, mission, values and goals are inextricably linked. The organisation’s vision is realised through the development and achievement of its mission. Goals provide the stepping stones that lead to the realisation of a mission. These four elements are used to
        develop the strategy and then, perhaps more importantly, measure the progress of the strategy’s implementation.