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. TheImportanceofMissionSta

17、tementsisWellDocunwntcdRarickandVittonfoundthatfirmswithaformalizedmissionstatementhavetwicetheaveragereturnonshareholdersequitythanthosefimswithoutaformalizedmissionstatement.BartandBaetzfoundapositiverelationshipbetweenmissionstatementsandorganizationaleribnnatwe.BusinessWeekreportsthatfirmsusingm

18、issionSlaiemenishavea30perccnlhigherreturnonfinancialmeasuresthanIhONewithoutsuchstatements.B. ReasonsforDevelopingaWrittenMissionStatement:1. ToensureunanimityofPUrpoqewithin(heorganization.2. To11)videabasis,orstandard,foralkalingorganizationalresources.3. Toestablishageneraltoneororganizationalcl

19、imate.4. ToSCrVCasafocalpointforindividualstoidentifywiththeorganizationspurposeanddirection,andtodeterthosewhocannotfromparticipatingfurtherintheorganizationsactivities.5. Tofacilitatethetranslationofobjectivesintoaworkstructureinvolvingtheassignmentoftaskstoresponsibleelemenlswithintheorgani4(in.6

20、. Tospecifyorganizationalpurposesarulthetranslationofthesepurposesintoobjectivesinsuchawaythatcost,time,andperformanceparameterscanbeassessedandcontrolled.VTN(VisittheNet):greatarticleonwritingameaningfulmissionstatementisavailableathtlpVsbinf()11nation.uhout.concsbusiness)lunsmission.ht.C. AResolut

21、ionofDivergentViews1. Developingacomprehensivemissionstatementisimportantbecausedivergentviewsamongmanagerscanberevealedandresolvedthroughthisprocess.2. Considerabledisagreementamonganorganizationsstrategistsovervisionandmissioncancausetroubleifnoresolved.3. Anorganizationthatfailstodevelopavisionst

22、atementaswellasacomprehensiveandinspiringmissionstatementlosestheopportunitytopresentitselffavorablytoexistingandpotentialstakeholders.IV. CHARACTERISTICSOFAMISSIONSTATEMENTA. ADeclarationofAttiuidc1. Amissionstatementisadeclarationofatiiudeandoutlookmorethanastatementofspecificdetails.Itisusuallybr

23、oadinscopeforatleasttworeasons:36a. Firs,agoodmissionStaleiiwntallows(orthegenerationandconsiderationofarangeoffeasiblealternativeobjectivesandstrategieswithoutundulystiflingmanagementcreativity.b. Second,amissionstatementneedstobebroadtoefTectivelyreconciledifferencesamongandappealtanorganizationsd

24、iversestakeholders,IheindividualsamigroupsofpersonswhohaveaspecialstakeorclaimonIhecompany.2. AneffectivemissionSiatenwntarousespositivefeelingsandemotionsaboutanorganization:itisinspiringinhesensethatimotivatesreaders(oaction.3. Itshouldbeshort-lessthan250words.4. Table2-3liststenbenefitsofhavingac

25、learmissionandvision.B. ACustomerOrientation1. Agoodmissions(aenentdescribesanorganizationspurpose,customers,productsorservices,markets,philosophy,andbasictechnology.2. ACCordingtoVemMcGinnis,missionstatementsshould1)definewhattheorganizationisandwhalitaspirestobe.2)belimitedenoughoexcludesomeventur

26、esandbroadenoughtoallowIbrcreativeg11wth,3)distinguishagivenorganizationf11nallothers,4)seneasaframeworkforevaluatingblhcurrenlandprospectiveactivities,and5)bestatedintermssufficientlycleartobewidelyunderstoodthroughouttheorganization.3. GOodmissionstatementsidentifytheutilityofafirmsproductstoitscu

27、stomers.TeachingTip:Yourstudentsmayfinditinterestingtoknowthatnotonlycorporationsfindmissionstatementuseful.StcvcnCovey,theauthorofthehighlysuccessfulbook.TheSevenHabitsofHighlySuccessfulPeople,haswrittentwobooksthatexplainhowindividualsandfamiliescanusemissionstatementstohelpthemdeterminewhotheyare

28、andwhattheywanttoaccomplish.Thefirstbook.HowtoDevelopandUseaPersonalMissionStatement,explainswhyindividualsshouldvriiemissionSlatemenlsloprovideasenseofdirectionandpurposefortheirlives.Thesecondbook.HowtoDevelopaFamilyMissionStatementappliesthesameprinciplesinafamilyconcept.1.auricBcthJonesadvancesa

29、similarsetofideasinherpopularbk.nePath:CreatingYourMissionStatementforWorkandfor1.ife.V. MISSIONSTATEMENTCOMPONENTSA. Table2-4lists8characteristicsofamissionstatement.B. ComponentsandQuestionsI,haiaMissionStatenwntShouldAnswer1. Customers:Whoarcthefirmscustomers?2. Productsorservices.Whatarethefi11n

30、,smajorproductsorservices?3. Markets:Geographically,wheredoesthefirmcompete?4. Technology:Isthefirmtechnologicallycurrent?5. Concernforsurvival,growth,andprofitahilityIsthefirmCOmIniIledIog11wthand11nancialsoundness?6. Philosophy:Whatarcthebasicbeliefs,values,aspirations,andethicalprioritiesofthefir

31、m?7. Self-concept:Whatisthefirmsdistinctivecompetenceormajorcompetitiveadvantage?8. Concernforpublicimage:1$thefirmresponsiveIosocial,community,andenvironmentalconcerns?9. ConcernJbremployees:Arcemployeesavaluableassetofthefirm?C. able25providesexcerptsfromthemissionstatementsofdifferentorganization

32、stoexemplifythenineessentialmissionstatementcomponents.rN(VisittheNet):Thewebsitesymicsiuhk：o(/ii/mfmt/strategy/m(Hh(leIAldOI5.htm,htip:/www.csttchico.edumgmtstratefymodulelsldl6.him,andhup:/wwwxsuchico.edii/mmt/stratey/nu)(lulel/sl(l016.htmprovideexamplesofvisionandmissionstatementsthatcanbecritiqu

33、ed.TeachingTip:Ifyouarcinterestedinobtainingthemissionstatementforaparticularcompany,agoodplacetolookisthecompanyswebsiteoritsannualreport.AnlnlalreportscanbeobtaineddirectlyfromacompanyorthroughaSerViCethatdisseminatesannualreports.AnexampleoftheIatierisThePublicRegistersAnnUalReportSeniceathttpz.,

34、7wvw.rars.con.ThisSerViCCprovidesfreeaccesstotheannualreportsofover3,600publiccompanies.VI. WRITINGANDEVA1.UATINGMISSIONSTATEMENTSA. Perhapsthebestwaytodevelopaskillforwritingandevaluatingmissionstatementsistostudyactualcompanymissions.B. Thereisnoonebestmissionstatementforaparticularorganization,so

35、goodjudgmentisrequiredinevaluatingmissionStatcnwnts.rN(VisittheNet):ThewebsiteIHlP:“WWmo叫Mit$.oVnpQfaq/03/21.hnNprovidesmissionstatementinfnnuliononnonprofitfinns.TeachingTip:AlongwithvisionSlaienwntsandmissionstatements,someorganizationsarticulatecorporatevaluesstatements,whichdescribetheunderlying

36、principlesthatdetermineeverythingtheorganizationdocsandstandsfor.3H Johnson&Johnson:vww.jnj.co11conncc1.zcaringemployec-health Samsung:www.sajnsung.conVus/alx)uisainsuiig/rcorporatepfofileyvaIuesphilosophy.htinlTeachingTip:Youarcinvitedtovisitthetcxt,swebsiteatISSUESFORREVIEWANDDISCUSSION1. Whatares

37、omedifferentnamesfor“missionstatement”,andwherewillyoulikelyfindafirn,smissionstatement?Answer:Amissions(aiernenlissometimescalledacreedstatementaSlaleinenloPUrPOM:,astatementofphilosophy,astatementofbeliefs,astatementofbusinessprinciples,orastatementdefiningourbusiness.Ifyouareinterestedinobtaining

38、themissionstatementforaparticularcompany,agoodplacetolookisthecompany*swebsiteoritsannualreport.2. Ifyourcompanydoesnothaveavisionormissionstatement,describeagoodprocessfordevelopingthesedocuments.Answer:Awidelyusedapproachtodevelopingavisionormissionstatementisfirsttoselectseveralarticlesaboutthese

39、statementsandaskallmanagerstoreadtheeasbackgroundinfo11ation.Then,managersshouldprepareavisionormissionstatementfortheorganization.Afacilitatororcommitteeshouldthenmergethesestatementsintoasingledocumentanddistribute(hedraftstatementsCoallmanagers.Arequestformodifications,additions,anddeletionsisnee

40、dednext,alongwithameetingtorevisethedocument.3. Explainhowdevelopingamissionstatementcanhelpresolvedivergentviewsamongmanagersinafirm.Answer:ThequestionWhatisourbusiness?cancreatecontroversy.Raisingthequestionoftenrevealsdifierencesamongstrategistsintheorganization.Individualswhohaveworked(ogetherfo

41、ralongtimemayrealize(hattheyareinfundamentaldisagreement.Negotiation,compromise,andeventualagrecnenlonimportantissuesareneededbeforepeoplecanfocusonmorespecificstrategyformulationactivities.4. DruckersaysthatthemostimportanttimetoseriouslyreexaminethefirmsvisionmissiniswhenthefirmisVErysuccessul.VVh

42、atisthis?Answer:AccordingtoDnickcnthemostimportanttimetoaskseriously“Whatdowcwanttobecome?andWhatisourbusiness?*iswhenacompanyhasbeensuccessful.SuccessobsoletestheVerybehaviorthatachievedit.andcreatesnewrealitiesanddifferentproblems.5. Explainwhyamissionstatementshouldnotincludemonetaryamountnumbers

43、,percentages,ratios,goals,orobjectives.Answer:AmissionStatClnCmisbroadinscopefortworeasons.First,itallowsforthegenerationandconsiderationofarangeoffeasiblealternativeobjectivesandstrategieswithoutundulystiflingmanagementcreativity.ExcessSPeCi行CiIywouldlimitthepotentialofcreativegrowthibrtheorganizat

44、ion.Second,amissionstatementneedstobebroadtoreconciledifferenceseectivelyamong,andappealto,anorganizationsdiversestakeholders.Thus,amissionstatementshouldbercconciIiatory.6. Discussthemeaningofthefollowingstatement:Goodmissionstatementsidentifytheutilityofafirmsproductstoitscustomers.Answer:Agoodmis

45、sions(atcnwntreflectstheanticipationsofcustomers.Organizationsshouldidentifycustomers*needsandthenprovideaproductorservicetofilfllthoseneeds.Forexample,AT&T,smissionstatementfocusesoncommunicationratherthanontelephones;Exxon-Mobismissionstatementfocusesonenergyratherthanonoilorgas;UnionPacificsmissi

46、onstatementfocusesontransportationratherthanonrailroads;andUniversalSlUdiosmissionstatementfbcusesonentertainmentratherthanonmovies.7. Distinguishbetweentheself-concept*andthe“philosophy“componentsinamissionstatement.(Jiveanexampleofeachforyouruniversity.Answer:Theself-conceptcomponentofamissionstat

47、ementdescribesafirmsdistinctivecompetenceormajorcompetitiveadvantage.Thephilosophycomponentofamissionstatementreferstothebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm.StudentsexamplesofeachfortheiruniversitieswillVaryandshoulddrawfromthesectioninthetextonmissionstatementcomponent，8.

48、Whensomeoneorsomecompanyis“onamission*toachievesomethingmanytimestheycannotbestopped.1.istthreethingsinprioritizedorderthatyouare“onaIniSSiontoachieveinlife.Answer:Students,responseswillvary,butshoulddrawfromeverythingtheyhaveIeamcxlfromtheIeXtbOokregardingmissionandvisionSlatenients.9. CompareandcontrastvisionstatementswithmissionstatementsintermsofcompositionandimMrtance.Answer:Manyorganizationsde