CMI LEVEL 5
Table of Contents
Introduction
The aim of this assignment is to relate how an organisation communicates its core values and mission to the public, shareholders and employees. This is an objective that can easily get overlooked in the rush to master environmental analysis, strategic choice and outsourcing decisions. However it is important in practice and it is a challenge that many organisations take very seriously.
Setting of organisational objectives is the starting point of managerial actions. An organisation’s end results for which an organisation strives is termed as mission, purpose, objective, goal, target etc. Many times, these terms are used interchangeably as all these denote end results. This unit is about providing direction to people in the organisation and enabling, inspiring, motivating and supporting them to achieve what the organisation has set out to do. It is expected to apply different styles of leadership appropriate to different people and situations. For the purposes of this unit, an organisation can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation.
Task 1
Relate the organisation’s purpose, values and vision to people across the organisation (1.1, 1.2, and 1.3)
An organisation’s mission is its basic purpose: e.g., what is it for? Why does it exist? A mission statement formalises the organization’s mission by writing it down.
Johnson Scholes and Whittington define a mission statement as ‘a statement of overriding direction and purpose of an organisation’. Some companies refer to ‘vision statements’ instead of mission statements.
Below is an example of Tesco’s mission statements;
Tesco (a UK supermarket chain) their vision is to be the most highly valued by its customers. Their core purpose
Introduction
The aim of this assignment is to relate how an organisation communicates its core values and mission to the public, shareholders and employees. This is an objective that can easily get overlooked in the rush to master environmental analysis, strategic choice and outsourcing decisions. However it is important in practice and it is a challenge that many organisations take very seriously.
Setting of organisational objectives is the starting point of managerial actions. An organisation’s end results for which an organisation strives is termed as mission, purpose, objective, goal, target etc. Many times, these terms are used interchangeably as all these denote end results. This unit is about providing direction to people in the organisation and enabling, inspiring, motivating and supporting them to achieve what the organisation has set out to do. It is expected to apply different styles of leadership appropriate to different people and situations. For the purposes of this unit, an organisation can mean a self-contained entity such as a private sector company, a charity or a local authority, or a significant operating unit, with a relative degree of autonomy, within a larger organisation.
Task 1
Relate the organisation’s purpose, values and vision to people across the organisation (1.1, 1.2, and 1.3)
An organisation’s mission is its basic purpose: e.g., what is it for? Why does it exist? A mission statement formalises the organization’s mission by writing it down.
Johnson Scholes and Whittington define a mission statement as ‘a statement of overriding direction and purpose of an organisation’. Some companies refer to ‘vision statements’ instead of mission statements.
Below is an example of Tesco’s mission statements;
Tesco (a UK supermarket chain) their vision is to be the most highly valued by its customers. Their core purpose
Bibliography: (n.d.). Retrieved March 4th, 2014, from businesscasestudies.co.uk: http://businesscasestudies.co.uk/business-theory/strategy/business-objectives-planning-and-stakeholders.html#axzz2v2QsaooB (n.d.). Retrieved March 4th, 2014, from businesscasestudies.co.uk: http://businesscasestudies.co.uk/teacher-resources/#axzz2v2QsaooB (n.d.). (K. Cherry, Producer) Retrieved March 5th, 2014, from psychology.about.com: http://psychology.about.com/od/leadership/f/democratic-leadership.htm (n.d.). Retrieved March 5th, 2014, from edwardlowe.org: http://edwardlowe.org/digital-library/maintaining-employee-morale-during-setbacks/ (n.d.). Retrieved March 6th, 2014, from www.invo.org.uk: http://www.invo.org.uk/different-types-of-support/ (n.d.). (R. Bowett, Producer) Retrieved March 7th, 2014, from www.tutor2u.net: http://tutor2u.net/business/organisation/decisionmaking.htm (n.d.). (C. M. Brown, Producer) Retrieved March 8th, 2014, from www.inc.com: http://www.inc.com/guides/2010/10/7-tips-for-dealing-with-a-company-setback.html (Ducham)