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

CHAPTER2THEBUSINESSVISIONANDMISSIONCHAlrIEROUT1.INE WhatDoWeWantloBecome? WhaliSOUrBusiness? In)11anceofVisionandMissionStatements CharacteristicsofaMissionStatement MissionStatementComponents WritingandEvaluatingMissionStatementsCHIrEROBJECTIVESAfterstudyingthischapter,youshouldbeablelodothefollowing:1. DescribethenatureandroleofvisionandIniS3OnStatcnwntsinstrategicmanagc11wnt.2. Discusswhytheprocessofdevelopingamissionstatementisasimportantastheresultingdocument.3. Identif)'thecomponentsofmissionstatements.4. DiscusshowclearvisionandmissionSlalcinentscanbenefitolherStrategic-managc11wntactivities.5. Evaluatemissionstatementsofdifferentorganizations.6. Writegoodvisionandmissk)nstatements.CHAPTEROVERVIEWChapter2focusesontheconceptsandtoolsneededtoevaluateandwritebusinessvisionandmissionstatements.ApracticalframeworkibrdevelopingmissionSiatementsisprovided.Actualmissionstatementsoflargeandsmallorganizationsandprofitandnonprofitenterprisesarepresentedandcriticallyexamined.TheprocessofcreatingavisionandmissionStatemeniisdiscussed.Theglobaleconomicrecessionhasresultedinmanyfirmschangingdirection,therebyalteringtheirentirevisionandmissioninordertosurvive.DoingGreatinaWeakEconomy-Wal-MartAtatimewhenInoSIfirmswerestruggling,Wal-Martsignificantlyincreaseditsrevenuesbetween2(X)7and2008.FoHuneMagazinein2009ratedMcDonald'saslhe11h"MostAdmiredCompanyintheWorld*'.Wal-Martcontinuestoexpandinternationallyandisrevitalizingitselectronicsdepa11nentsinanefforttopullmarketsharefromcompetitors.Wal-Chapter2：TbeBusinessVKiOnadMissionMarlisaCorPOnHCleaderinsustainabilityandisintheprocessofredefiningtheglobalconsumerproductslabelingprocess.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. WHATDOWEWANTTOBECOME?Itisespeciallyimportanttormanagersandexecutivesinanyorganizationtoagreeonthebasicvisionthatthefimstrivestoachieveinthelongterm.A.ImportanceofaVisionStatement1. Avisionstatementshouldanswerthebasicquestion,*Whatdowcwanttobecome?”AclearvisionprovidesthefoundationIbrdevelopingacomprehensivemissionstatement.2. ManyOrganizalionshaveboihavisionandamissionstalemenl,butthevisionSUlemenishouldbeestablishedrslandforemost.a. Thevisionstatementshouldbeshort,preferablyonesentence,andasmanymanagersaspossibleshouldhaveinputintodevelopingthestatement.b. Table2-1providesexamplesofseveralvisionsta(e11)ents.VTN(ViSiItheNe":Thewebsitewwwxsuchico.edu/mgnu/strategy/modulel/sldOO7.htmgivesanimroductioftothevisionconcept,rN(VisittheNeti：Thewebsitewwwxsuchico.edu/mgnu/strategy/nuHiulelsld(K>8.htmgivesanintroduciiontothemissionconcept.II. WHATISOURBUSINESS?A. MissionStatements1. PctcrDruckcrsaysthataskingthequestion."Whatisourbusiness?*issynonymouswithaskingthequestion.''Whatisourmission?*'2. Amissionisanendurings(aenenofpurposethatdistinguishesoneorganizationfromothersimilarentcrises.Themissionstatementisadeclarationoanorganization's"reasonforbeingJ3. Sometimescalledacreedstatement,astatementofpurpose,astatementofphilosophy,astatementofl)eliefs,as(aienentofbusinessprinciples,ora34statement"definingourbusiness/'amissionstatementrevealswhatanorganizationwantstobeandwhomitwantstoserve.4. SeeFigure2-1-(heComprehensiveStrategicManagementMode).Itshowsdevelopingmissionandvisionasthefirststepinstrategicmanageneni.5. Table2-2providesexamplesofmissions(atemens.B. VisionversusMission1. Manyorganizationsdevelopbothamissionstatementandavisionstatement.WhereasthemissionstatementanswersIhcquestion,i*Whatisourbusinc>7t,thevisionstatementanswersthequestion,fcbWhatdowcwanttobecome?”2. Bothprofitandvisionareneededtomotivateaworkforceeffectively.C. TheProcejwofDevelopingaVisionandMissionStatement1. Asindicatedinthestraiegic-managemenlmodel,aclearmissionStalcmentisneededbeforealternativestrategicscanbeformulatedandimplemented.2. Itisimportanttoinvolveasmanymanagersaspossibleintheprocessofdevelopingamissions(a(enent.becausethroughinvolvement,peoplebecomecommittedtoanorganization.3. Awidelyusedapproachtodevelopingamissionstatementistoa. Selectseveralarticlesaix)utmissionstatementsandaskallmanagerstoreadtheseasbackgroundinformation.b. Askmanagerstoprepareamissionstatementfortheorganization.c. Atacilitak>r,orComnIiHeeoftopmanagers,shouldthenmergethesestatementsintoasingled(urnentanddistributethisdru11toallmanagers.d. Arequestformodifications,additions,anddeletionsisneedednextalongwithameetingtorevisethedocument.VTNTViJiiltheNet):Thewebsitewiv.csuchico.edii/mgm!Air(iteg7m()dt4lel/sld(X)9.htmgivesquestionsthathelptodevelopmissionandvisionstalemenis.TeachingTip:AnexcellentbookonmissionStateinenlsisentitled.TheMissionStatementRack:301CorporateMissionStatementsfromAmerica,sTopCompanies,ThebookiswrittenbyJeffreyAbrahamsandisanexcellentresourceforindividualsinterestedinknowingmoreaboutthepurposeandvalueofcorporatemissk)nstatements.II1.IMPORTANCE(BENEFITS)OFVISIONANDMISSIONSTATEMENTSA. TheImportanceofMissionStatementsisWellDocunwntcdRarickandV