Introduction
Many textbooks and articles describe how best to plan strategically and what the fundamental steps must be taken in the strategic planning process. One main issue is that many authors are unanimous in relation to the mission statement, which should be the first step in the corporate planning process. However, others think the mission’s mapping should be stated in another level of the planning hierarchy. Therefore, it is essential to specify the role of mission in that process to be able to dwell on the different perspectives. But first, before the general role of mission is described, there will be an outline of the reasons why many authors put the mission in different levels of the process. This could help to understand the general role of the mission in that context more precisely. At least, writers are of the same opinion that the major argument in favour of planning is in the co-ordination of decision-making in order that an organisation moves in a well-focused direction. Without planning, the efforts of the organisation may not be well coordinated and managers and staff may be headed in different directions. Planning also helps to ensure that the corporate future is taken into account, so that the organisation can control the situation it finds itself in and prepare for unexpected eventualities (Hannagan, 1995).
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Table of Contents
1 Introduction
2 The positioning of mission in the strategic planning process
3 The role of mission for the strategic planning process
4 Conclusion
Objectives and Key Themes
This assignment explores the theoretical and practical role of mission statements within the strategic management process. It investigates the debate regarding whether a mission should act as a foundational starting point for planning or as an outcome of the strategic process, while also examining its functional utility for organizational coordination, decision-making, and communication.
- Theoretical perspectives on the positioning of the mission statement within planning hierarchies.
- The function of missions in guiding resource allocation and providing a framework for decision-making.
- Distinctions between organizational purpose, mission statements, and corporate conduct.
- The role of the mission as a communication tool for internal and external stakeholders.
- The cyclical nature of strategic management and the integration of mission into the broader planning process.
Excerpt from the Book
2 The positioning of mission in the strategic planning process
With regards to the mission, some authors state that mission should precede the planning process because “it is describing the organization’s basic function in society, the reason for its existence being including its specific services and products” (Mintzberg, 1983, p. 278). The mission statement is an essential element in the strategic planning of a business organisation. According to Coates (1998) every company must have a clear comprehension of its overall purpose before it can begin to address the task of planning and setting objectives. This is stated as the mission and communicated by the use of a mission statement. Rather, the mission of an organisation is better seen as its crucial purpose, whereas the mission statement is an instrument of communication to key stakeholders. It should point out the primary purpose of the organisation, its values and typical features, and provide the ultimate principle for further steps to the strategic plan. Thereby the outcome of this is to map the strategic planning process, first with the general mission statement, and then by identifying and setting specific objectives of the company. In comparison to the mission, objectives are not only specific but also measurable, realistic and with a defined timescale. Afterwards, and as a next level, the business environmental analysis can take place in the strategic planning process.
Summary of Chapters
1 Introduction: This chapter introduces the significance of strategic planning and highlights the academic debate surrounding the placement of the mission statement within the planning hierarchy.
2 The positioning of mission in the strategic planning process: This section analyzes contrasting viewpoints on whether the mission serves as an input at the beginning of the planning process or as an output, referencing models like the Argenti System.
3 The role of mission for the strategic planning process: This chapter examines the practical functions of the mission, including its role in resource allocation, decision-making frameworks, and employee motivation.
4 Conclusion: The final chapter summarizes the necessity of the mission in modern corporations, emphasizing its nature as a cyclical component in strategic management.
Keywords
Strategic management, mission statement, strategic planning, corporate purpose, corporate conduct, decision-making, stakeholder communication, organizational goals, resource allocation, business environment, strategic objectives, Argenti system, organizational culture.
Frequently Asked Questions
What is the primary focus of this work?
The paper examines the role and positioning of organizational mission statements within the strategic management process, addressing how different authors and companies interpret its placement in planning.
What are the central themes discussed?
Key themes include the strategic purpose of a mission, the debate over its sequence in the planning process, its use as a communication tool, and its effectiveness as a guide for internal decision-making.
What is the core research question?
The work aims to specify the role of the mission in the strategic planning process and explore the different perspectives on where the mission fits within the hierarchy of corporate strategy.
What methodology is used in this analysis?
The author uses a literature-based analytical approach, reviewing textbooks, articles, and organizational models to contrast different academic and practical views on strategic planning.
What does the main body of the text cover?
The main body investigates the positioning of the mission (whether it precedes or follows the planning process), discusses the Argenti System, and details the functional roles of the mission for stakeholders.
Which keywords best characterize this assignment?
Strategic management, mission statement, corporate purpose, decision-making, organizational alignment, and strategic planning.
How does the "Argenti System" influence the view of missions?
The Argenti System treats the mission as an output of the strategic planning process rather than an input, emphasizing corporate conduct and ethical frameworks over a stand-alone mission statement.
How do mission statements influence organizational culture?
Missions are argued to provide a framework for behavior, helping to connect different cultures and inspiring employees when they clearly communicate the fundamental principles and values of the organization.
- Citation du texte
- Yilmaz Seker (Auteur), 2005, The role of mission and its position within the strategic management process, Munich, GRIN Verlag, https://www.grin.com/document/70769
