人民大2024战略管理（第13版）教师手册 David_13e_im_02.docx

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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