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MS. CHITRA KRISHNAN NIDHI VERMA

A30101909129

GROUP -19

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Do you think vision, mission and values have been done to death in your
organisation? Why is this? Probably because they are stale - or the people at the
top do not make them a key part of the day to day organisation and culture.
Maybe your company has not really introduced them. I wonder what you are
missing?

Do you, and everyone in your organisation, know where you want it to be in

future? Where it is heading? How you are going to get there? What about t hose
in your department or function? (The same principles can be applied down and
through the organisation.) I believe that if there is no vision, there is no
direction. If there is no direction there is no purpose. If there is no direction -
why should people follow you? The role of the boss is to provide this vision,
where you are going, and the mission, how you will get there.

The vision is an image of an ideal, desirable future state of the organisation. It

is what the organisation wants to be. It can be a dream and something which
you aspire to well into the future. A good vision will give a sense of direction
and yet be vague enough to encourage initiative and can remain relevant as
market conditions vary. The vision needs to be shared and provides a point to
work from as well as to. One of the most famous "vision statements" was made
by J.F. Kennedy - "to put a man on the moon and return him safely to earth,
before the decade (the 1960's) is out." It gave NASA the dream and the
direction. Microsoft see themselves as "putting a computer on every desk and in
every home, running Microsoft software." BA set out to be "the world's
favourite airline."

The most compelling vision will operate at 3 levels - analytical, emotional and
political. It appeals to the head, it captures the heart and it must be shared by the
people.

Ô

 
  
 
 
  
    
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Tom Peters, Thriving on Chaos

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T.E. Lawrence (Lawrence of Arabia)
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I believe vision is critical to success. It is as vital as having a
compass in the endless forest. Yet vision alone, like a grand
idea, only goes as far as it is acted upon. Leadership is what it
takes to work towards your vision. Leadership is guidance,
whether in the classroom, in the home, or in the office.
Leadership is motivating and inspiring. It may involve being
a mentor or role model. It may involve talking, or just
listening. With my strong foundation of education and
experience, I plan to make my vision for education become a
reality.

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Leaders dare to think differently and not be afraid to inspire
others.

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-c Emotional as opposed to rational

-c Clear intention and attainable
-c Guides decision-making
-c Directs the change effort

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-c Leaders set an example
-c Various vehicles to communicate new vision
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-c Eliminate obstacles to change
-c Change structures that undermine the vision
-c Encourage risk-taking activities
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-c Plan for tangible goals
-c Establish goals and create improvements
-c Reward employee involvement
To create an effective vision statement, especially for an established
organisation, requires you to make it a leap forward from where you are and to
have a medium or long-term perspective. There is no "right" way to create your
vision. It could be a couple of people sitting around over a drink (which may
help the creativity and reduce inhibitions!) or a facilitated team session.
Although they may be short (eg. Canon's vision, to beat Xerox), they need to be
easily communicated and owned by the top manageme nt. This does not mean
that they are the result of casual thinking. Good visions will be the result of
serious thought and checking through some key criteria. We have often found
that when challenging organisations about their visions, they have not checke d
them sufficiently against these and just view them as a marketing statement.
The vision has to be a lot more than this.

When you have a clear vision, you can check that everything in the firm is
geared towards delivering this. "To be our industry's supplier of choice, giving
great value." This could be a sample of a vision statement, without debating
where it is flawed! (It could be shortened.) It does also mean that you have to
ensure your front-line service from receptionists etc is top-notch as well as your
administration, purchasing and finance departments. It is not only the front -line
people in the organisations who ha ve to deliver against this!

To show how you are going to make the vision a reality, you need to have a
mission statement which fundamentally tells how you will work to deliver it.
How will we build the dream? A good way to create a mission statement is to
involve a team to brainstorm ideas - and then leave the final drafting to only one
or two to do. There are many models for creating mission statements and as
many views about how long they should be and what they contain. We prefer
them to be clear and to the point. A simple approach is to answer three
questions, keeping the vision in mind and also think of it from a client's
perspective:

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     This question should not be answered in terms of wh at is

actually delivered to customers. Think about the real and/or psychological needs
that are fulfilled when customers buy your services. Customers make purchase
decisions for many reasons, including economical, logistical, and emotional
factors.
a       This question captures the more technical elements of the
business. Your answer should encompass the physical product or service and
how it is sold and delivered to customers, and it should fit with the need that the
customer fulfils with the purchase. If you are defining the first question as
"peace of mind", "business improvement", "professional support", "freedom
from worry" or whatever - think about whether the way you currently operate
and deal with customers and whether it delivers what you offer.

   c The answer to this question is also vital, as it will help
you focus your marketing efforts. Remember, not everyone is a potential
customer, as customers will almost always have both demographic and
geographic limitations.

Brainstorm these questions and develop lists of the ideas which are generated.
Then consolidate the common themes and hand them to your "scribes". Their
task is to create a simple statement about what you do: Ô! 
 
 
  "
 

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  Ô This could arguably be shortened but it still needs to contain the
what, how and who for elements.

The final part is to ensure that you have the right foundations to build upon -
your corporate values. Values are statements that guide how the organisation
will behave in pursuit of its vision. In the corporate world, many organisations
have developed their own values li sts - and these can be found in reception
areas, on office walls, websites and in company literature. This, in itself, is a
good start. However, they have to become a lot more than just words on paper
or screens. They need to become the underpinning "way of being" within the
organisation. Rather than a list of words, which tend to be generalisations and
highly subjective, they need to be clearly described in behavioural terms.

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-c Identify the areas in which to "set" them
-c Define the specific behaviours that will apply for each
value
-c Set standards related to these behaviours
-c "Walk the talk" as the management team - become the
role-models
-c Publicise them widely
-c Revisit and refine regularly
-c Provide feedback on how well they are being followed
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Keeping CARE¶s vision, mission and values at the forefront of decision -

making and action; passionately advancing CARE¶s strategies.

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-c Helps others understand CARE¶s vision, mission and values, their
importance, and the linkages between individual's work and the
strategic priorities.

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-c Translates the vision, mission and values into day -to-day activities
and behaviors.
-c Guides, inspires, and motivates others to take actions that support the
vision and values.

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-c Takes actions, makes decisions, provides direction, and shapes team or
group priorities to reflect CARE¶s vision, mission and values.

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-c Recognizes and rewards staff whose actions support CARE¶s vision,
mission and values.
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§ Refer to CARE¶s vision,
mission, and values when you
talk about initiatives, problems,
and priorities. Incorporate them
into the way you communicate
recommendations for action.
§ Help individuals see how
their work supports the
organization¶s vision, mission,
values, and objectives.
§ As appropriate, help
individuals understand CARE¶s
vision, values, and mission.
Make sure anyone reporting to
you understands them, and can
talk about them to others.
§ When you advocate a
course of action, express
your recommendations in
terms of the mission, vision
and values.
§ When you assign work to
others, relate the assignment
to the mission, vision and
values.
§ Recognize and reward
your staff members when
they do things that support
the mission, vision and
values.
§ Use CARE¶s mission,
vision and values to shape your
own work and set your
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ҏ§ Identify how your work relates
to the vision and values, and
explain it to a colleague. Ask them
how their work relates. After you
have practiced, have the same
discussion with your manager.
§ Whenever you discuss work
initiatives or problems, discuss
how they relate to the mission,
vision and values. Do this in group
meetings as well as individual
conversations.
§ Think about whether your
actions are consistent with your
message about the mission, vision
and values. For example, do you
ask others to link their work to the
vision, but continue to focus your
attention on old priorities?
§ Use the vision, mission and
values to communicate the reasons
for making work assignments and
establishing priorities.
§ Pay attention to others¶ actions,
and speak up to acknowledge them
when they do something to support the
mission, vision and values. Develop
ways to reward and recognize your
subordinates when they do this.
§ Learn the mission, vision and
values well enough to relate them to
your work and any programs you are
 priorities.
· Consider them in deciding
what to do on a long, intermediate
and short-range basis.
· Communicate your decisions
and priorities to others by explaining
them in terms of the mission, vision
and values.
· When you must make
difficult decisions, use the mission,
vision and values to help you decide.
If priorities seem unclear seek to
have them clarified by your
manager.
involved in. Develop a habit of
discussing them with your manager,
peers and subordinates.
§ Each time you make a decision or
assign a priority, first explain it to
yourself in terms of the mission,
vision and values. Then use this
language to communicate your
decisions to others.
§ If priorities seem unclear, express
your dilemma in terms of the
mission, etc. and seek to have them
clarified by your manager.

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An organization¶s vision and values are meaningless if people don¶t understand

and accept them. Before committing to new behaviors, associates must accept
the importance of the values to the organization¶s and their personal success. To
promote this level of understanding and commitment, leaders must be able to
communicate the vision and values powerfully and passionately.

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Associates who understand how their organization¶s values contri bute to their
and the organization¶s success are more likely to be motivated by the values.
For example, associates are more likely to commit to the value of developing
organizational talent if they realize that keeping people¶s skills up to date will
benefit their own careers and give the organization a significant advantage over
competitors.

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Explain the significance of the values by linking them to your organization¶s
strategic objectives. These objectives should include the vision and critical
success factors-issues that affect an organization¶s ability to compete in the
marketplace. Whereas the vision gives a broad -brush view of the desired future,
critical success factors focus on a few key areas that are important to achieving
the vision and giving the organization a competitive advantage.

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Not only do organizations have goals and objectives, but each associat e has
unique aspirations and interests. For associates to commit to the organization¶s
values and principles, they need to see how the vision and values will help
support their beliefs and realize their personal aspirations. For example, if
associates value honesty in their own actions, they will find it easy to commit to
the value of integrity and will be honest with customers and coworkers. Also,
associates who value self-improvement will easily commit to the value of
continuous learning and welcome train ing opportunities.

Associates must feel that the organization¶s vision and values resonate ³with
their own deepest feelings about what is right and worth doing´ (Nanus, 1992).
To gain this level of commitment, encourage associates to make their personal
aspirations and beliefs specific. Then show the link to the organization¶s vision
and values.

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What would have been Abraham Lincoln¶s legacy without th e Gettysburg
Address? Dr. Martin Luther King Jr.¶s without his ³I Have a Dream´ speech?
What made these talks memorable? The power of their communication.

Powerful communication enhances associates¶ appreciation of and commitment

to the vision and values of their organization. Your words and communication
style should help associates understand the meaning and importance of the
vision and values. Use the following guidelines to boost the power and impact
of your written and oral communications.

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When talking about the vision and values, use simple language and terminology
that you can tailor to associates¶ experiences. For example, if you¶re explaining
the importance of customer service to the information systems department, use a
phrase like ³customer interface.´ However, ³quality delivery´ might ring truer
with the shipping department. In addition, vary your descriptions of the vision
and values to suit certain educat ional levels or geographic locations

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Communicating the vision and values is an ongoing process, not a one -time
event. Discussing the vision and values frequently with associates helps guide
their daily actions and decisions. It also sends a consistent message: The vision
and values are a way of work life, not just fads or clichés.

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There are many ways to communicate and explain the vision an d values.

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Slogans and symbols can be extremely effective ways of enhancing employees¶
understanding of the vision and values. A major auto manufacturer¶s popular
slogan became a powerful rallying cry that focused on the commitment and
efforts of its employees. Since the slogan¶s debut, several of the manufacturer¶s
cars have been the best-selling cars in their class.
But by themselves, slogans and symbols can become empty promises that leave
employees skeptical. Leaders must back up slogans and symbols with actions.
One way is to recognize how the values are coming alive in the organization.

Instead of long essays in newsletters or posters praising the virtues of

teamwork, publish stories and pictures showcasing tea ms¶ successes. Show how
living the values improved their bottom-line results.
Instead of giving everyone in the organization mugs and pins advertising the
vision and values, make these i tems available to people who want to recognize a
coworker¶s efforts. The message thus changes from a gimmicky new program to
an ongoing process that rewards living the values.
Instead of developing communications with a group of media experts, involve
employees. For example, an employee group could write and produce your
company¶s newsletter.
Instead of filing customer compliments, publicize them. Help associates see
how acting consistently with the values can enhance custom er satisfaction.
Instead of recognizing associates with the usual ³Employee of the Month´
awards, name awards after the values and present them to people who
exemplified them.