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. TheImportanceofMissionStatementsisWellDocunwntcdRarickandVittonfoundthatfirmswithaformalizedmissionstatementhavetwicetheaveragereturnonshareholders'equitythanthosefimswithoutaformalizedmissionstatement.BartandBaetzfoundapositiverelationshipbetweenmissionstatementsandorganizationaleribnnatwe.BusinessWeekreportsthatfirmsusingmissionSlaiemenishavea30perccnlhigherreturnonfinancialmeasuresthanIhONewithoutsuchstatements.B. ReasonsforDevelopingaWrittenMissionStatement:1. ToensureunanimityofPUrpoqewithin(heorganization.2. To11)videabasis,orstandard,foralkalingorganizationalresources.3. Toestablishageneraltoneororganizationalclimate.4. ToSCrVCasafocalpointforindividualstoidentifywiththeorganization'spurposeanddirection,andtodeterthosewhocannotfromparticipatingfurtherintheorganization'sactivities.5. Tofacilitatethetranslationofobjectivesintoaworkstructureinvolvingtheassignmentoftaskstoresponsibleelemenlswithintheorgani4(in.6. Tospecifyorganizationalpurposesarulthetranslationofthesepurposesintoobjectivesinsuchawaythatcost,time,andperformanceparameterscanbeassessedandcontrolled.VTN(VisittheNet):greatarticleonwritingameaningfulmissionstatementisavailableathtlpVsbinf()11nation.uhout.concsbusiness)lunsmission.ht.C. AResolutionofDivergentViews1. Developingacomprehensivemissionstatementisimportantbecausedivergentviewsamongmanagerscanberevealedandresolvedthroughthisprocess.2. Considerabledisagreementamonganorganization'sstrategistsovervisionandmissioncancausetroubleifnoresolved.3. Anorganizationthatfailstodevelopavisionstatementaswellasacomprehensiveandinspiringmissionstatementlosestheopportunitytopresentitselffavorablytoexistingandpotentialstakeholders.IV. CHARACTERISTICSOFAMISSIONSTATEMENTA. ADeclarationofAttiuidc1. Amissionstatementisadeclarationofatiiudeandoutlookmorethanastatementofspecificdetails.Itisusuallybroadinscopeforatleasttworeasons:36a. Firs,agoodmissionStaleiiwntallows(orthegenerationandconsiderationofarangeoffeasiblealternativeobjectivesandstrategieswithoutundulystiflingmanagementcreativity.b. Second,amissionstatementneedstobebroadtoefTectivelyreconciledifferencesamongandappealtanorganization'sdiversestakeholders,IheindividualsamigroupsofpersonswhohaveaspecialstakeorclaimonIhecompany.2. AneffectivemissionSiatenwntarousespositivefeelingsandemotionsaboutanorganization:itisinspiringinhesensethatimotivatesreaders(oaction.3. Itshouldbeshort-lessthan250words.4. Table2-3liststenbenefitsofhavingaclearmissionandvision.B. ACustomerOrientation1. Agoodmissions(aenentdescribesanorganization'spurpose,customers,productsorservices,markets,philosophy,andbasictechnology.2. ACCordingtoVemMcGinnis,missionstatementsshould1)definewhattheorganizationisandwhalitaspirestobe.2)belimitedenoughoexcludesomeventuresandbroadenoughtoallowIbrcreativeg11>wth,3)distinguishagivenorganizationf11>nallothers,4)seneasaframeworkforevaluatingb<>lhcurrenlandprospectiveactivities,and5)bestatedintermssufficientlycleartobewidelyunderstoodthroughouttheorganization.3. GOodmissionstatementsidentifytheutilityofafirm'sproductstoitscustomers.TeachingTip:Yourstudentsmayfinditinterestingtoknowthatnotonlycorporationsfindmissionstatementuseful.StcvcnCovey,theauthorofthehighlysuccessfulbook.TheSevenHabitsofHighlySuccessfulPeople,haswrittentwobooksthatexplainhowindividualsandfamiliescanusemissionstatementstohelpthemdeterminewhotheyareandwhattheywanttoaccomplish.Thefirstbook.HowtoDevelopandUseaPersonalMissionStatement,explainswhyindividualsshouldvriiemissionSlatemenlsloprovideasenseofdirectionandpurposefortheirlives.Thesecondbook.HowtoDevelopaFamilyMissionStatementappliesthesameprinciplesinafamilyconcept.1.auricBcthJonesadvancesasimilarsetofideasinherpopularbk.nePath:CreatingYourMissionStatementforWorkandfor1.ife.V. MISSIONSTATEMENTCOMPONENTSA. Table2-4lists8characteristicsofamissionstatement.B. ComponentsandQuestionsI,haiaMissionStatenwntShouldAnswer1. Customers:Whoarcthefirm'scustomers?2. Productsorservices'.Whatarethefi11n,smajorproductsorservices?3. Markets:Geographically,wheredoesthefirmcompete?4. Technology:Isthefirmtechnologicallycurrent?5. Concernforsurvival,growth,andprofitahilityIsthefirmCOmIniIledIog11>wthand11nancialsoundness?6. Philosophy:Whatarcthebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?7. Self-concept:Whatisthefirm'sdistinctivecompetenceormajorcompetitiveadvantage?8. Concernforpublicimage:1$thefirmresponsiveIosocial,community,andenvironmentalconcerns?9. ConcernJbremployees:Arcemployeesavaluableassetofthefirm?C. able25providesexcerptsfromthemissionstatementsofdifferentorganizationstoexemplifythenineessentialmissionstatementcomponents.rN(VisittheNet):Thewebsitesymicsiuhk：o(/ii/mf>mt/strategy/m(Hh(leIAldOI5.htm,htip:/www.csttchico.edumgmtstratefymodulelsldl6.him,andhup:/wwwxsuchico.edii/mmt/stratey/nu)(lulel/sl(l016.htmprovideexamplesofvisionandmissionstatementsthatcanbecritiqued.TeachingTip:Ifyouarcinterestedinobtainingthemissionstatementforaparticularcompany,agoodplacetolookisthecompany'swebsiteoritsannualreport.AnlnlalreportscanbeobtaineddirectlyfromacompanyorthroughaSerViCethatdisseminatesannualreports.AnexampleoftheIatierisThePublicRegister'sAnnUalReportSeniceathttpz.,7wvw.rars.con.ThisSerViCCprovidesfreeaccesstotheannualreportsofover3,600publiccompanies.VI. WRITINGANDEVA1.UATINGMISSIONSTATEMENTSA. Perhapsthebestwaytodevelopaskillforwritingandevaluatingmissionstatementsistostudyactualcompanymissions.B. Thereisnoonebestmissionstatementforaparticularorganization,sogoodjudgmentisrequiredinevaluatingmissionStatcnwnts.rN(VisittheNet):ThewebsiteIHlP:“WWmo叫Mit$.oVnpQfaq/03/21.hnNprovidesmissionstatementinfnnuliononnonprofitfinns.TeachingTip:AlongwithvisionSlaienwntsandmissionstatements,someorganizationsarticulatecorporate"values"statements,whichdescribetheunderlyingprinciplesthatdetermineeverythingtheorganizationdocsandstandsfor.3H Johnson&Johnson:vww.jnj.co11conncc1.zcaringemployec-health Samsung:www.sajnsung.conVus/alx)uisainsuiig/rcorporatepfofileyvaIuesphilosophy.htinlTeachingTip:Youarcinvitedtovisitthetcxt,swebsiteatISSUESFORREVIEWANDDISCUSSION1. Whataresomedifferentnamesfor“missionstatement”,andwherewillyoulikelyfindafirn,smissionstatement?Answer:Amissions(aiernenlissometimescalledacreedstatementaSlaleinenloPUrPOM:,astatementofphilosophy,astatementofbeliefs,astatementofbusinessprinciples,orastatement"definingourbusiness".Ifyouareinterestedinobtainingthemissionstatementforaparticularcompany,agoodplacetolookisthecompany*swebsiteoritsannualreport.2. Ifyourcompanydoesnothaveavisionormissionstatement,describeagoodprocessfordevelopingthesedocuments.Answer:Awidelyusedapproachtodevelopingavisionormissionstatementisfirsttoselectseveralarticlesaboutthesestatementsandaskallmanagerstoreadtheeasbackgroundinfo11ation.Then,managersshouldprepareavisionormissionstatementfortheorganization.Afacilitatororcommitteeshouldthenmergethesestatementsintoasingledocumentanddistribute(hedraftstatementsCoallmanagers.Arequestformodifications,additions,anddeletionsisneedednext,alongwithameetingtorevisethedocument.3. Explainhowdevelopingamissionstatementcanhelpresolvedivergentviewsamongmanagersinafirm.Answer:Thequestion''Whatisourbusiness?''cancreatecontroversy.Raisingthequestionoftenrevealsdifierencesamongstrategistsintheorganization.Individualswhohaveworked(ogetherforalongtimemayrealize(hattheyareinfundamentaldisagreement.Negotiation,compromise,andeventualagrecnenlonimportantissuesareneededbeforepeoplecanfocusonmorespecificstrategyformulationactivities.4. Druckersaysthatthemostimportanttimetoseriouslyreexaminethefirm'svisionmissi<>niswhenthefirmisVErysuccessul.VVhatisthis?Answer:AccordingtoDnickcnthemostimportanttimetoaskseriously“Whatdowcwanttobecome?''and"Whatisourbusiness?*iswhenacompanyhasbeensuccessful.SuccessobsoletestheVerybehaviorthatachievedit.andcreatesnewrealitiesanddifferentproblems.5. Explainwhyamissionstatementshouldnotincludemonetaryamountnumbers,percentages,ratios,goals,orobjectives.Answer:AmissionStatClnCmisbroadinscopefortworeasons.First,itallowsforthegenerationandconsiderationofarangeoffeasiblealternativeobjectivesandstrategieswithoutundulystiflingmanagementcreativity.ExcessSPeCi行CiIywouldlimitthepotentialofcreativegrowthibrtheorganization.Second,amissionstatementneedstobebroadtoreconciledifferenceseectivelyamong,andappealto,anorganization'sdiversestakeholders.Thus,amissionstatementshouldbercconciIiatory.6. Discussthemeaningofthefollowingstatement:"Goodmissionstatementsidentifytheutilityofafirm'sproductstoitscustomers.Answer:Agoodmissions(atcnwntreflectstheanticipationsofcustomers.Organizationsshouldidentifycustomers*needsandthenprovideaproductorservicetofilfllthoseneeds.Forexample,AT&T,smissionstatementfocusesoncommunicationratherthanontelephones;Exxon-Mobismissionstatementfocusesonenergyratherthanonoilorgas;UnionPacific'smissionstatementfocusesontransportationratherthanonrailroads;andUniversalSlUdio'smissionstatementfbcusesonentertainmentratherthanonmovies.7. Distinguishbetweentheself-concept*'andthe“philosophy“componentsinamissionstatement.(Jiveanexampleofeachforyouruniversity.Answer:Theself-conceptcomponentofamissionstatementdescribesafirm'sdistinctivecompetenceormajorcompetitiveadvantage.Thephilosophycomponentofamissionstatementreferstothebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm.Students'examplesofeachfortheiruniversitieswillVaryandshoulddrawfromthesectioninthetexton''missionstatementcomponent，8. Whensomeoneorsomecompanyis“onamission*toachievesomethingmanytimestheycannotbestopped.1.istthreethingsinprioritizedorderthatyouare“onaIniSSion''toachieveinlife.Answer:Students,responseswillvary,butshoulddrawfromeverythingtheyhaveIeamcxlfromtheIeXtbOokregardingmissionandvisionSlatenients.9. CompareandcontrastvisionstatementswithmissionstatementsintermsofcompositionandimM>rtance.Answer:Manyorganizationsde