2.1 Definition of ‘vision’.

2.2 Component of vision.

2.3 Issues related to shared vision.
2.4 Definition of mission.
2.5 Components of mission.
2.6 DEFINITION OF VALUES
2.7 RELATIONSHIP BETWEEN
VISION, MISSION AND VALUES
According to Kris Cole (2005), together, an organization’s vision,
mission and values achieve six things:
 Help the organization position itself in the marketplace

 Help employees focus on what’s important

 Provide a framework for the business plan

 Guide day to day activities and act as a reference point for

decision making
 Send a clear message to all stakeholders about:
- who the organization is
- what it stands for
- what it will achieve in broad terms
- how it will achieve it
 Enhance an organization’s reputation and help it attract like
minded employees.
 A Vision Statement should:

* express what the organization truly wants and

cares about
* provide a clear picture of what everyone is
striving to achieve
* unify employees by defining an enterprise’s
fundamental purpose
* provide a starting point for moving forward and
help the organization assess its progress and
respond to change
* challenge, stretch and inspire people so they
know their effort is worthwhile.
 Sources
Structure Policy Prosedure
Allocation
 School visions have several components, including the
following:
 A vision features a compelling picture or image of what the
school can become in the future.
 A vision is feasible and attainable.
 A vision is connected to and articulates deeper values and
hopes for the future.
 A vision needs to be translated into actions and plans that
can be and are implemented.
 A vision will die if it is not regularly communicated.
Putting a mission statement into a drawer will achieve
nothing and might be counterproductive.
SCHOOL WITHOUT CLEAR VISION
SCHOOL WITH CLEAR VISION
What is shared vision?
Shared Vision Planning (SVP) is a collaborative
approach to developing the solutions (if there
are any problems in the vision planning) that
combines three practices: traditional planning,
structured public participation and collaborative
computer modelling.

Shared Vision Planning (SVP) addresses the

issues by actively engaging stakeholders in
collaboratively developing one or more computer
models that will then be used to analyze the
issues of greatest concern to stakeholders.
What are shared vision?

 A Shared Vision ‘inspires’ and provides

‘focus’ and ‘energizes’ everyone within an
organization to achieve that ‘vision’
 A Shared Vision is the foundation and
provides the framework to guide all planning,
decisions and actions.
 A Shared Vision is the creative force that
inspires and drives the quest for success and
greatness.
 Learn everything you can about your organization’s business and the industry it is
in.
 Become familiar with its past and present structure, strategies, strengths and
weaknesses.
◦ What are its current values and existing culture, and how do they affect its need
to be successful.
◦ By identifying the organizations current business realities, a vision for he future
will begin to take shape.
 Be aware about the future; especially future business developments.
◦ Be aware of potential changes to the markets and products.
◦ Keep current with the political, social, economic and technical environments.
 Make sure that you identify and include all groups and individuals that will be part
of that Shared Vision.
◦ This should not be limited to just the employees; include customers, suppliers
and companies related to you organization.
◦ If you want to attract like-minded people and organizations that share your
‘vision’ you need to share and be familiar with them.
 Identify the ‘target’ of the Shared Vision.
◦ Identify what the organization should be doing.
◦ Identify what the organization must achieve.
◦ Identify what are the critical issues the organization and Shared Vision must
address.
◦ The significance of keeping the ‘target’ in mind cannot be overstated.
 Focusing on ‘success’ is essential to the process.
◦ All those that participate in the process must feel that they are part of something
that their competitors cannot achieve.
◦ Keeping in mind the ‘big picture’ is more effective than focusing incrementally.
 Creating a successful Shared Vision may require investing in resources.
◦ This may include sufficient time and facilities and their related resources.
◦ Not doing so could negatively impact the result.
 Last but not least; this is not a top-down process.
◦ It does not depend on a charismatic leader.
◦ It must not solely depend on an organization’s upper management or sales
executives.
A mission statement defines what a company currently
does, and how it plans to achieve its vision.

 The fundamental questions to ask when preparing mission

statements are:
 What is our business?
 Who is the customer?
 What is value to the customer?
 What will our business be?
 What should our business be?

The mission underpins the vision and describes how it will be

realized. This means that it needs to be more specific and
reflect the organization’s standards in areas such as
customer service, employee relations, product or service
quality and reliability, and profitability.
Good mission statements have three major
characteristics:

1. Focus on a limited number of goals

2. Stress the major policies and values that the

company wants to honour

3. Define the major competitive scopes within which

the company will operate i.e.
- Industry scope
- Product and applications scope
- Competence scope
- Market segment scope
- Vertical (distribution channel) scope
- Geographical scope
 What?
◦ What goals do we actually want to accomplish?
◦ What overall image do we wish to protect and support?
◦ What distinguishes our products and/or services?
 How?
◦ How do we accomplish our overall goals?
 Why?
◦ Why are we trying to accomplish these overall goals?
◦ Why will people work to achieve superior performance?
 Results?
◦ In what measurable way will our members benefit?
◦ In what ways will the people we serve benefit?
 The Mission Statement
◦ Convert your answers into powerful statements you can
weave together into one compelling mission statement.
Ultimately, no longer than one clear, meaningful sentence.
 Produk/
Pelanggan Pasaran
Servis
Kesedaran Kesedaran
Falsafah terhadap terhadap
pekerja imej awam
Kesedaran terhadap
survival, pertumbuhan
dan keuntungan
 Values are guidelines used to assess the ethical
appropriateness of behaviour (Mc Kinney, 2006)

 In an organizational context, a values statement defines

the “guiding philosophies, ideals, and planning
principles” (Spallina, 2004) that an organization
embodies (Schwartz & Cohn, 2002)

 Values enrich the mission and vision statements by

stating what behavioural guidelines the organization
will abide by as it pursue its goals (Bart & Hupfer,
2004)
An organization’s values demonstrate what the
organization stands for and help to create a set
of shared behaviours which distinguish the
company from others.

The key questions to ask here are:

What do we believe is important?
What are the internal principles that guide our
actions and the behaviour of our employees?
What do we stand for?
An organizations values show it how to do
business and respond to a crisis and shows its
employees how to behave every day. They link
with and support its vision.
 The main issue here is creating a set of
values that can be lived in practice by the
staff and management of your library.

 If you create a set of values that cannot or

will not be practiced by everyone in the
organization then you create a jarring sense
of incongruence in both customers and staff.

 Remember, the values are for everyone,

management included.
 EXAMPLES:
1. Toastmasters International

"Toastmasters International’s core values are

integrity, dedication to excellence, service to the
member and respect for the individual. These
are values worthy of a great organization, and
we believe we should incorporate them as
anchor points in every decision we make. Our
core values provide us with a means of not only
guiding but also evaluating our operations, our
planning and our vision for the future."
Syngenta’s (company focused on researching
and developing crops)

Syngenta’s values include four key aspects:

innovation, intensity, health and performance.
 Innovation is the engine that drives Syngenta's success. Ongoing
innovations add value for customers and give competitive
advantage as competitors find them difficult to copy. This
requires the Syngenta development teams to take nothing for
granted but constantly ask questions, breed creativity and seize
opportunities.

 Intensity means passion, energy and commitment to success,

always with customers in mind. It is a shift of mindset from
'doing a job' to 'starring in a role'. Syngenta employees use
initiative to build teams and develop partnerships.

 Health is a large idea based around vitality and well-being. It

embraces people, the natural environment and the eco-systems
of which they are part. The health value affirms growth and
development as it celebrates knowledge and ideas.

 Performance is about achievement and quality. Syngenta must

add value for all of its stakeholders. It seeks profitability by
investing in people and research. Effective performance is
achieved through an insistence on high standards of safety and
ethics and a determination to uphold all Syngenta’s values.
 CASE STUDY
SYNGENTA
(Refer to the hand-out )
 Vision - sets the broad, long term direction,
purpose and goals of the organization

 Mission - describes the path to reaching it

 Values - are the guidelines for day to day

activity on this path
 • Menjelaskan tentang arah tuju dan matlamat
jangka panjang yang ingin dicapai (what an
VISI organization would like to be)

• Menjelaskan tentang apakah jenis organisasi

tsb. dan fokus pembentukannya lebih
berorientasikan persekitaran luaran (describe
MISI who an organization, what it does, and where it
it is going)

• Kepercayaan amat mendalam yang membentuk

NILAI teras tentang kewujudan organisasi tsb (who we
are).
Values are a set A vision is a
of ethical or motivating summary of
operating what an organisation
principles and hopes to achieve. It
beliefs that guide links the objectives
decision making with the core values of
the business
 What the
purpose of the
organization
Where the
VISION is…
organization
want to go

MISSION What th
organizat
is about

VALUES
Misi dan Visi adalah organizational
attributes manakala
Nilai dan kepercayaan adalah cultural
attributes.

Secara perbandingannya,
Visi - What the purpose of organization? /
Why the organization exists ?

Misi – Where the organization want to go ?

/What an organization wants to be?

Nilai – Identify the manner in which the

organization will carry out the mission.
Kenyataannya biasanya bermula dengan:
“We believe in ……”
Sample from Upper Canada
District School Board

The Upper Canada

District School Board is
a diverse, public
educational
organization in Eastern
Ontario. It consists of
dedicated individuals
committed to quality
education that fosters
life-long learning for
all, through creative
and challenging
learning experiences.
 DI PUNCAK

VISI SEKOLAH
“SMK Pengkalan Hulu Berupaya Mentransformasikan Pendidikan
Selaras Dengan Gagasan Satu Malaysia
Sebagai Teras Kecemerlangan Sekolah Menjelang 2015”
 CADANGAN VISI
5 STAR CONSULTANT SDN BHD

VISI SEKOLAH

“SMK Pengkalan Hulu

Berupaya Melonjakkan Kecemerlangan
Dalam Bidang Akademik, Kokurikulum
dan Sahsiah Menjelang 2015”
 MISI SEKOLAH
- Mewujudkan sistem pentadbiran yang cekap, tegas, telus dan
berkesan.
- Memupuk semangat kerjasama dan komitmen yang tinggi dalam
kalangan warga sekolah untuk melahirkan budaya kerja yang
berkualiti.
- Melaksanakan pelbagai program bagi meningkatkan pencapaian
potensi pelajar dalam kurikulum dan kokurikulum.
- Berusaha ke arah mencapai kemantapan sahsiah dan jati diri
pelajar dalam mewujudkan iklim sekolah yang harmoni.
- Menguasai Teknologi Maklumat atau ICT dalam kalangan guru,
pelajar dan staf sokongan.
- Memastikan suasana dan persekitaran sekolah yang kondusif
bagi menjamin rasa selesa, ceria dan selamat.
 CADANGAN MISI
5 STAR CONSULTANT SDN BHD

MISI SEKOLAH

“SMKPH mempamerkan
kemantapan sahsiah dan jati diri yang
tinggi bagi membentuk persekitaran
sekolah yang kondusif ke arah mencapai
kecemerlangan kurikulum dan
kokurikulum”
The selected organization for analysis is the Canadian
Forces Health Services (CFHS), which has been
undergoing significant restructuring over the past six
years. The restructuring process was the result of
“reported health care deficiencies” (Canadian Forces
Health Services, 2005) from several prominent reports in
the late 1990’s. In response, the Director General of the
CFHS, with the full support of the Canadian Forces
senior leadership and government, initiated Project
Rx2000, a massive restructuring effort that has touched
every aspect of the CFHS itself. As an early intervention
in its restructuring process, the CFHS senior leadership
developed and published its own mission, vision, and
values statements (Canadian Forces Health Services,
2002), attached as Appendix 1.
 TASK :

In a group of 4-5 person, please make an

analysis of the mission, vision and values for
the Canadian organization as specified in
Appendix 1.

You are required to provide comments and

reviews about the mission, vision and values,
based on your knowledge and learning about
the topic. [Time allocation : 20 min]

Representative of the group is required to

present their findings to the class.
 COMMENTS :
• Clearly captures the organization’s purpose
• Short and succinct statement, being composed of only 12 words;
includes only 2 components of mission :- i. products (health protection
MISSION & quality care), ii. Customers (Canadian Forces)

• Has defined a laudable ideal state for itself

• “trusted for our expertise…& proud to serve” – are two challenging, yet
achievable, goals for the CFHS
VISION • “unique needs” – remind members that military healthcare is different
• “anytime, anywhere” – the CFHS’s markets are clearly described

• 7 values that will guide its collective actions, in pursuit of its mission
and vision. 1st theme – concern for patients (caring, teamwork,
profesional excellence, accountability). 2nd theme – investment in
personnel (Our people, profesional excellence, military ethos). Last
VALUES theme – guiding principles for work (includes all of the values except
Our People)
 CONCLUSION:

A mission, vision, and values statement is a key

component of a type of organizational management called
strategic management.

Strategic management is a three-step process that

involves strategic planning, implementation, and
evaluation. Strategic planning is a structured process that
applies to an entire organization, allowing it to define its
collective mission, prioritize goals that support the mission,
and align the whole organization towards accomplishment
of its mission and goals.

As a conclusion, the mission, vision, and values

statements are critical to the entire strategic
management process.
 PROSES PENGURUSAN STRATEGIK

PENGIMBASAN PERSEKITARAN

PENGIMBASAN PERSEKITARAN LUARAN PENGIMBASAN PERSEKITARAN DALAMAN

Ekonomi Teknologi Politik Struktur Organisasi Nilai Kepercayaan
Undang-undang Sosiobudaya Pesaing Sumber Manusia Budaya Polisi Dalaman
PEMBENTUKAN STRATEGI PERLAKSANAAN STRATEGI PENILAIAN
DAN
(Peringkat Formulasi) (Peringkat Implementasi)
KAWALAN

Visi
Misi
Objektif
Apakah
Strategi
yang kita Sebab- Polisi
hendak sebab Apakah Program
jadi… hasil yang Pelan
kewujudan Bajet
ingin bagi
Garis Aktiviti Prosedur
dicapai mencapai Prestasi
panduan yang Kos
misi dan
untuk Pelaksanaan
objektif Prosedur
Melengka Program Hasil
Prepared by: operasi
Analisis pkan
piawai sebenar
SWOT pelan yang
DINAMIK CONSULTAN dicapai