Mission Impossible? Designing a Great Mission Statement to Ignite Your Plans

Matejka, Ken; Kurke, Lance B.; Gregory, B. N.

doi:10.1108/00251749310037521

Cited by 15 publications

(10 citation statements)

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“…It has also been seen as a stable focal point which is a pre-requisite to successful strategic planning, (Matejka et al, 1993). David (1989) warns that without a mission statement, strategic planning may favour shortterm action rather than long-term interests.…”

Section: Why Have a Mission Statement?mentioning

confidence: 99%

Spurs to Higher Things? Mission Statements of UK Universities*

Davies

Glaister

1996

Higher Education Quarterly

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Mission statements have been the subject of much discussion in the managerial literature and have recently been adopted by most British universities. This paper reports the results of an investigation into how mission statements have been introduced by British universities and reviews the approptiateness of their use in this sector. Based on a questionnaire survey, an analysis of the degree of commitment to mission statements as a valuable management tool is offered and recommendations suggested for their more effective application. The authors conclude that although there is generally a positive attitude towards mission statements, senior nranugers within universities tend not to consult widely when f m u l u t i n g them and have put little effmt into communicating them to the university's stag. Their importance seems to be perceived in terms of meeting the requirements of an external stakeholder rather than offering the opportunity to develop a real sense of purpose within the organisation.

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Section: Why Have a Mission Statement?mentioning

confidence: 99%

Spurs to Higher Things? Mission Statements of UK Universities*

Davies

Glaister

1996

Higher Education Quarterly

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“…Coulson-Thomas (1992) also saw top management commitment as key to proper implementation of a mission statement. Matejka et al (1993) believed a mission that is clearly communicated and reinforced through the reward system would build direction, speed and momentum in the organization. They stated that a mission's effectiveness as a behavioral guide is directly related to the level of shared commitment among employees.…”

Section: Introductionmentioning

confidence: 99%

The mission statement is a strategic tool: when used properly

Mullane

2002

Management Decision

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Managers are divided in their allegiance to their firms’ mission statements. Some managers swear by their mission statement while others swear at theirs. Evidence from two firms, as well as existing research, indicates that part of this disagreement originates in the manager’s view of mission statements. Managers who see mission statements as tools that can influence the inner workings of their organizations are likely to understand the mission’s usefulness. Managers who put their mission statements on display and expect them to magically transform organizational behavior are likely to be frustrated and see them as an exercise in futility. In this paper, insights from two managers who take the first view provide specific steps managers can utilize to harness the benefits of their mission statements.

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“…However, cognitive benefits have been identified by a number of authors (e.g. Baetz and Bart, 1996; Bartkus, Glassman and MacFee, 2004;Matejka, Kurke and Gregory, 1993). Third, it is difficult to find a common definition in literature for each statement.…”

Section: Literature On Developing a Strategic Perspectivementioning

confidence: 99%

“…A vision statement describes the strategist dream of success. It describes how stakeholders perceive success when the 'mission' is accomplished (Matejka, Kurke and Gregory, 1993). Its objective is to align, inspire and motivate stakeholders into having a shared sense of purpose that puts the industry's goals above self-interest (Bennis and Nanus, 1985).…”

Section: Vision Statementmentioning

confidence: 99%

Developing a strategic perspective for construction industry of Botswana

Ssegawa

2013

CEB

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The paper discusses the outcome of a study conducted to formulate the strategic perspective of the construction industry in Botswana. The study was sanctioned by the two influential entities namely the Ministry of Infrastructure and BOCCIM Construction Sector. The two entities not only represent the demand and supply side of the construction industry but also represent key professions, trades and interests of the industry. A focus group approach was used based on workshops to formulate the strategic perspective. Workshop participants were drawn from various organisations that play a role in the delivery of construction projects. Individually they also represented the various professions, trades, occupations and interests relating to the construction processes in Botswana. Specific statements for industry’s vision, mission, values and goals were formulated through constructive discussions and debates to describe the future desired state of the construction industry. These are to serve as guiding tools for the industry’s reform process. The paper provides a step by step approach that integrates several scholastic frameworks for developing a strategic perspective for the industry.

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Mission Impossible? Designing a Great Mission Statement to Ignite Your Plans

Cited by 15 publications

References 1 publication

Spurs to Higher Things? Mission Statements of UK Universities*

Spurs to Higher Things? Mission Statements of UK Universities*

The mission statement is a strategic tool: when used properly

Developing a strategic perspective for construction industry of Botswana

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