Organizational Vision, Values and Mission.
Jaffe, Dennis T.
Organizational Vision, Values and Mission. - 1st ed. - 1 online resource (109 pages)
TITLE -- COPYRIGHT -- ABOUT THE AUTHORS -- CONTENTS -- INTRODUCTION -- The Process of Visioning -- UNDERSTANDING THE PROCESS -- ELEMENTS OF THE VISIONING PROCESS -- THE ESSENCE-DRIVEN ORGANIZATION -- Problem Solving Versus Visioning -- ORGANIZATIONAL RENEWAL CYCLE -- Individual Renewal Cycle -- Organizational Renewal Cycle -- VISIONARY LEADERSHIP -- Start Anywhere-Person, Team or Organization -- Creating Alignment -- How Visioning Fits into the Planning Sequence -- 1. Visioning Is Emotional -- 2. Visioning Is an Organizational Change Process -- 3. Visioning Requires Involvement -- Visioning Hits the Wall -- Example of Organizational Visioning -- Checklist for Organizing the Visioning Process -- STEP 1 Clarify Values -- IDENTIFYING VALUES -- Values are the Foundation for Vision -- Meaning at Work -- Values at Work -- LINKING PERSONAL AND ORGANIZATIONAL VALUES -- Values Provide Guidance -- Values Replace Rules -- Aligned Values -- Undiscussed Values -- Change of Values -- Values Into Action -- Value Conflicts -- VALUES CARDS -- Personal Values Exploration -- Using the Values Cards -- Sorting Your Values -- Additional Questions -- VALUES AND TEAMS -- CREATING A TEAM VALUES CREDO -- 1. Selecting Your Key Values -- 2. Sharing the Key Values -- 3. Ranking Key Team Values -- 4. Discuss Gaps -- 5. Neglected or Unexpressed Values -- 6. Create a Group Credo -- 7. Linking Behaviors to Values -- EXAMPLES OF TEAM VALUE STATEMENTS -- Values Through the Life Cycle -- VALUE CLUSTERS -- Cluster I: Social Responsibility -- Cluster II: Mastery -- Cluster III: Self Development -- Cluster IV: Relationship -- Cluster V: Continuity -- Cluster VI: Lifestyle -- STEP 2 Scan the Current Situation -- EXPLORING YOUR CURRENT STATE -- Present Situation -- HISTORY OF THE ORGANIZATION -- FOUNDING ESSENCE -- OPPORTUNITIES AND THREATS -- ENVIRONMENTAL SCAN. CUSTOMERS AND COMPETITION -- STRENGTHS AND WEAKNESSES -- CRITICAL ISSUES OF THE FUTURE -- STEP 3 Define the Mission -- CHECKING YOUR MISSION -- LINK TO PERSONAL MASTERY -- Mission Buffers Stress -- Mission Drives Strategy -- ORGANIZATIONAL OR TEAM MISSION STATEMENTS -- Mission Is a Core Competency -- Mission Describes Uniqueness -- Developing a Team Mission -- The Sierra Club -- Berryessa Union School District -- Mission or Vision-Which Is First? -- PITFALLS IN CREATING MISSION STATEMENTS -- Slogans or Missions -- Missions…Too Many Missions -- Gaining Commitment Through Involvement -- STEP 4 Create a Vision -- PICTURING EXCELLENCE -- Vision Is a Compass -- The Vision Is a Stretch -- Vision Map -- Vision Endures -- Visions Handoff to Planning -- VISION AND PERFORMANCE -- VISIONING RELEASES SPIRIT -- Visions Again -- Thinking Differently -- Divergent Imaging -- Convergent Imaging -- THE POWER OF PREFERRED IMAGERY -- Experiencing Vision -- Visions Defined -- Cautions -- HOW TO BEGIN -- Include Others -- Move Beyond the Numbers -- Remember Your Past Experiences -- How Many to Include -- Leading With Vision -- VISIONING TOOLS -- Imagery -- Symbols -- Story telling -- Physical Challenge -- OVERALL VISIONING PROCESS -- Vision Questions -- Time Line -- Avoid Competition -- Example of Vision -- STEP 5 Implement the Vision -- COMMUNICATING THE VISION -- Getting Organizational Feedback -- Force Field Analysis -- Planning to Implement Vision -- LIVING THE VISION -- Process Not Declaration -- Leaders' Role -- Some Dangers -- Visioning Links to Organizational Change -- Honor the Past -- Anchoring the Vision -- OUTCOMES OF VISIONING PROCESS -- 1. Alignment -- 2. Empowerment -- 3. Respect -- 4. Interdependence -- 5. Innovation -- 6. Commitment -- SUMMARY -- REFERENCES.
9781417521852
Organizational effectiveness -- Problems, exercises, etc.
Corporate culture -- Problems, exercises, etc.
Employee motivation -- Problems, exercises, etc.
Electronic books.
HD58.9 -- .S39 1993eb
658.3/14
Organizational Vision, Values and Mission. - 1st ed. - 1 online resource (109 pages)
TITLE -- COPYRIGHT -- ABOUT THE AUTHORS -- CONTENTS -- INTRODUCTION -- The Process of Visioning -- UNDERSTANDING THE PROCESS -- ELEMENTS OF THE VISIONING PROCESS -- THE ESSENCE-DRIVEN ORGANIZATION -- Problem Solving Versus Visioning -- ORGANIZATIONAL RENEWAL CYCLE -- Individual Renewal Cycle -- Organizational Renewal Cycle -- VISIONARY LEADERSHIP -- Start Anywhere-Person, Team or Organization -- Creating Alignment -- How Visioning Fits into the Planning Sequence -- 1. Visioning Is Emotional -- 2. Visioning Is an Organizational Change Process -- 3. Visioning Requires Involvement -- Visioning Hits the Wall -- Example of Organizational Visioning -- Checklist for Organizing the Visioning Process -- STEP 1 Clarify Values -- IDENTIFYING VALUES -- Values are the Foundation for Vision -- Meaning at Work -- Values at Work -- LINKING PERSONAL AND ORGANIZATIONAL VALUES -- Values Provide Guidance -- Values Replace Rules -- Aligned Values -- Undiscussed Values -- Change of Values -- Values Into Action -- Value Conflicts -- VALUES CARDS -- Personal Values Exploration -- Using the Values Cards -- Sorting Your Values -- Additional Questions -- VALUES AND TEAMS -- CREATING A TEAM VALUES CREDO -- 1. Selecting Your Key Values -- 2. Sharing the Key Values -- 3. Ranking Key Team Values -- 4. Discuss Gaps -- 5. Neglected or Unexpressed Values -- 6. Create a Group Credo -- 7. Linking Behaviors to Values -- EXAMPLES OF TEAM VALUE STATEMENTS -- Values Through the Life Cycle -- VALUE CLUSTERS -- Cluster I: Social Responsibility -- Cluster II: Mastery -- Cluster III: Self Development -- Cluster IV: Relationship -- Cluster V: Continuity -- Cluster VI: Lifestyle -- STEP 2 Scan the Current Situation -- EXPLORING YOUR CURRENT STATE -- Present Situation -- HISTORY OF THE ORGANIZATION -- FOUNDING ESSENCE -- OPPORTUNITIES AND THREATS -- ENVIRONMENTAL SCAN. CUSTOMERS AND COMPETITION -- STRENGTHS AND WEAKNESSES -- CRITICAL ISSUES OF THE FUTURE -- STEP 3 Define the Mission -- CHECKING YOUR MISSION -- LINK TO PERSONAL MASTERY -- Mission Buffers Stress -- Mission Drives Strategy -- ORGANIZATIONAL OR TEAM MISSION STATEMENTS -- Mission Is a Core Competency -- Mission Describes Uniqueness -- Developing a Team Mission -- The Sierra Club -- Berryessa Union School District -- Mission or Vision-Which Is First? -- PITFALLS IN CREATING MISSION STATEMENTS -- Slogans or Missions -- Missions…Too Many Missions -- Gaining Commitment Through Involvement -- STEP 4 Create a Vision -- PICTURING EXCELLENCE -- Vision Is a Compass -- The Vision Is a Stretch -- Vision Map -- Vision Endures -- Visions Handoff to Planning -- VISION AND PERFORMANCE -- VISIONING RELEASES SPIRIT -- Visions Again -- Thinking Differently -- Divergent Imaging -- Convergent Imaging -- THE POWER OF PREFERRED IMAGERY -- Experiencing Vision -- Visions Defined -- Cautions -- HOW TO BEGIN -- Include Others -- Move Beyond the Numbers -- Remember Your Past Experiences -- How Many to Include -- Leading With Vision -- VISIONING TOOLS -- Imagery -- Symbols -- Story telling -- Physical Challenge -- OVERALL VISIONING PROCESS -- Vision Questions -- Time Line -- Avoid Competition -- Example of Vision -- STEP 5 Implement the Vision -- COMMUNICATING THE VISION -- Getting Organizational Feedback -- Force Field Analysis -- Planning to Implement Vision -- LIVING THE VISION -- Process Not Declaration -- Leaders' Role -- Some Dangers -- Visioning Links to Organizational Change -- Honor the Past -- Anchoring the Vision -- OUTCOMES OF VISIONING PROCESS -- 1. Alignment -- 2. Empowerment -- 3. Respect -- 4. Interdependence -- 5. Innovation -- 6. Commitment -- SUMMARY -- REFERENCES.
9781417521852
Organizational effectiveness -- Problems, exercises, etc.
Corporate culture -- Problems, exercises, etc.
Employee motivation -- Problems, exercises, etc.
Electronic books.
HD58.9 -- .S39 1993eb
658.3/14