Mission, vision, philosophy and objectives

Neethu Jose
 Planning
• “a process of determining the objectives of
administrative effort and devising the means
to achieve them”
Mille
 Planning is a process…..
• Determinining the objectives of the
administrative efforts
• Determinining the ways to achieve the
objectives
 Different types of planning…..
• strategic planning
• intermediate planning
• operational planning
 Components of planning…….
• Philosophy
• Objectives
• Policies
• Procedures
• rules
All the type of planning follows a “hierarchy”
miss
ion
&
visio
n
state
value men
statement
ts
(philosophy)

goals

objectives

policies

procedures

rules, projects and procedures

Mission and vision statements
 Mission statement
• Is a brief statement outlining the reason for
what an organizations exists, and addresses its
position regarding ethics, principles, and
standards of practice.
 Vision statement
• is always future oriented while mission
statements provide the foundation for
organizational planning.
 Which will come first………..?
• If you have a new start up business, new
program or plan..........
• If you have an established organization........
 What is the difference………?
• The Vision should describe why it is important to
achieve the Mission
• A Vision statement defines the purpose or broader
goal, can remain the same for decades if crafted well.
• A Mission statement is more specific to what the
enterprise can achieve it. Vision should describe
what will be achieved in the wider sphere if the
organization and others are successful in achieving
their individual missions.
 Vision
• Vision defines a desired future...
• whose vision is it?
• A CEO’s personal vision can automatically
become "shared vision" in a
workplace.............
• …………..must be made explicit, with skilful
discussion among the organization’s key
players
 Vision…….
• vision has no deadline - no "by when.“
• "If we could develop exactly the kind of
company we wanted, what it would be like?”
 Developing a Vision Statement 

• includes vivid description of the organization as it effectively carries

out its operations.
• can use culture-specific methods to develop the statement, i.e.,
methods ranging from highly analytical and rational to highly creative
and divergent, e.g., focused discussions, divergent experiences around
daydreams, sharing stories, etc.
• vision is a compelling description of the state and function of the
organization once it had implemented the strategic plan, i.e., a very
attractive image toward which the organization was attracted and
guided by the strategic plan.
• vision has become more of a motivational tool, too often including
highly idealistic phrasing and activities which the organization cannot
realistically aspire.
 Examples of vision statements:
• "A world without poverty”
• “ health for all”
• Vision statement of a hospital-
“we stand committed to building an
infrastructure that will create an environment
that protects and nurtures our future
generations”.
 Mission statement
• An organization’s mission or purpose is the answer to
the questions.....
• Why are we doing this?  Brings out purpose, motives,
and intention.
• What’s vitally important about our work?  Begins to
identify the values and interests that drive the
organization.
• With what aspects of this work do I most identify?  Is
there a cause or purpose- the bigger picture- beyond
the work itself?
 Mission statement…..
• In a way, a "mission" is the motivational
aspect of vision: it defines and clarifies "why
does the vision matter?" and implies a set of
governing values or principles. 
 mission statement....................
• can galvanize the people to achieve defined
objectives,
• they are stretched objectives
• elucidated in SMART (Specific, Measurable,
Achievable, Relevant and Time-bound) terms.
• a path to realize the vision in line with its
values.
Mission helps people feel good, maybe even
to feel inspired, about it.
• A mission statement is usually meant to define
internal motivation - it’s meant to align and
engage the agents or actors in the
organization- rather than helping define an
orientation to outside customers.
 Mission statement ………
• defines the organization's purpose and
primary objectives.
• Its prime function is internal – to define the
key measure or measures of the organization’s
success – and its prime audience is the
leadership team and stockholders.
Dimensions of Mission statements
• According to Bart, the strongest organizational impact
occurs when mission statements contain………….
– Key values and beliefs
– Distinctive competence
– Desired competitive position
– Competitive strategy
– Compelling goal/vision
– Specific customers served and products or services offered
– Concern for satisfying multiple stakeholders
 According to Vern McGinnis, a mission
should….
• Define what the company is
• Define what the company aspires to be
• Limited to exclude some ventures
• Broad enough to allow for creative growth
• Distinguish the company from all others
• Serve as framework to evaluate current
activities
• Stated clearly so that it is understood by all
 Structure of a mission statement
• Purpose and values of the organization
(products or services, market) or who are the
organization's primary "clients" (stakeholders)
• What are the responsibilities of the
organization towards these "clients"
• What are the main objectives supporting the
company in accomplishing its mission
 Developing a mission statement….
• statement describes the overall purpose of the organization.
• participants may use various methods e.g., focused discussions, divergent
experiences around daydreams, sharing stories, etc.
• When wording the mission statement, consider the organization's products,
services, markets, values, and concern for public image, and maybe priorities
of activities for survival.
• Consider any changes that may be needed in wording of the mission
statement because of any new suggested strategies during a recent strategic
planning process.
• Ensure that wording of the mission is to the extent that management and
employees can infer some order of priorities in how products and services
are delivered.
• include sufficient description that the statement clearly separates the mission
of the organization from other organizations
Development of the mission statement
Questions to ask that will get at mission and purpose:
• Why are we doing this?
• Why does this work [our work] matter?
• What’s most important about this work?  
• What will it do for us to fulfil our vision or strategic
priorities?  Why do our goals matter?
• What is our unique role?  How do we "make a
difference"?  For whom?  How will we benefit?
Who else benefits?
  Mission Statements of Well Known
Enterprises
• "To solve unsolved problems innovatively"
-Mary Kay Cosmetics 
• "To make people happy.” -
Walt Disney
 VALUE STATEMENTS
Or
PHILOSOPHY
• Value statements define the organisation’s basic
philosophy and ideas.
• They set the ethical tone for the institution
• they are beliefs that are shared among the
stakeholders of an organization
• Values drive an organization's culture and priorities
and provide a framework in which decision are
made
 Value statements or philosophies of the
organization
• Values are statements about how the
organization will value customers, suppliers,
and the internal community.
• In more sophisticated terms it is described as
“corporate culture”
 Is there any importance for the value
statement ?
• values impact every aspect of organization
• People demonstrate and model their values in
action in their personal work behaviours, decision
making, contribution, and interpersonal interaction.
• Organizational values help each person establish
priorities in their daily work life.
• Values guide every decision that is made once the
organization has cooperatively created the values
and the value statements.
Importance of value statements…..
• Organizational goals are grounded in the
identified values
• Adoption of the values and the behaviours
that result is recognized in regular
performance feedback
• People hire and promote individuals whose
outlook and actions are congruent with the
values.
 Levels of philosophy
• Organizational philosophy
• Departmental philosophies
• Inter- departmental philosophies
• Individual philosophies
 Levels of philosophy.......
• Organizational philosophy
– Flows from the mission statement
– defines the set of values and beliefs that guide all
actions of the organization
– the basic foundation that directs all further
planning toward the mission
 Levels of philosophy.......
• Departmental  philosophy of medical
department
• Interdepartmental  philosophy of different
units of medicine, philosophy of nursing
service under the medical department
• Individual philosophies  believes, Morales
and values of each individual
 FACTORS INFLUENCING PHILOSOPHY
• The philosophical values and beliefs of the top level leaders
• The environment where the process takes place
• The type of employs and activities
• Health needs of the society
• The culture and background of the people
• Developments in nursing, medicine and allied fields
• The goals and objectives of the health care delivery system
• The disease pattern, the health awareness and health facilities
available
• The available resources in terms of man, money and materials
 Goals
• It is the end towards the organization is
working
• It is the operational philosophy
• desired result towards which the efforts are
directed
Goal sequencing/ "goal stairway"
• short-term goals

• medium-term goals

• long-term goals
 OBJECTIVES
• Objectives are derived from goals and are
more specific, measurable, realistic and
explicit
• “Objectives are goals, aims or purposes that
organizations wish over varying periods of
time”-McFarland.
 model of organizing objectives
• Top Rank Objective (TRO), Second Rank
Objective, Third Rank Objective, etc.
• lower rank objective answers to the question
"How?“ for the above ranked one and the
objective in a higher rank answers to the
question "Why?”
 GUIDELINES FOR OBJECTIVE SETTING
• Must be clearly specified
• Must be set taking into account the various factors affecting
their achievement
• Should be consistent with organizational mission
• Should be rational and realistic rather than idealistic
• Should be achievable but must provide challenge to those
responsible for achievement
• Should start with “to” and be followed by an action verb
• Should be consistent over the period of time
• Should be periodically reviewed
• Should have hierarchy
 EXAMPLES ……………
• "Our Mission is to bring healthcare of international
standards within the reach of every individual. We
are committed to the achievement and
maintenance of excellence in education, research
and healthcare for the benefit of humanity"
appolo hospital delhi
• Vision- we stand committed to building an
infrastructure that will create an environment that
protects and nurtures our future generations.
 EXAMPLES ……………
• As a member of a progressive health care
system, we deliver high quality
comprehensive services to the local and
extended community with excellence,
compassion and competence.
Clinton Hospital 
201 Highland Street,
 EXAMPLES ……………
• Nursing Philosophy & Values:
• Relationship- Based Care Model:Nursing Services at Mid Coast
Hospital embraces a passion for excellence in patient care and
nursing practice. We are here for the patient; it is all about the
patient. This is achieved through creating an outstanding
professional practice environment for clinical nurses. This
professional practice environment is accomplished through a
commitment to excellent leadership and management practices
and our shared governance philosophy, and is guided by the
use of evidenced-based practice, a robust ongoing education
program and support of clinical inquiry and research.
 EXAMPLES ……………
• Relationship-Based Care is the professional model that guides our practice. Nurses
recognize that their purpose is to care for patients and families. Attention to the
needs of patients and their families contributes to successful outcomes. Outstanding
outcomes are achieved when patients feel safe within a trusting relationship. The
nurse-patient relationship is strengthened through continuity of care and
collaboration of interdisciplinary teams. Strong, collaborative relationships improve
satisfaction for both the patient and the staff. Our framework is comprised of seven
elements.
• Caring and Healing Environment
– Caring is the foundation of our practice and is the basis for developing the nurse-patient
relationship.
– We care for and nurture patients and their families with respect, empathy, and dignity.
– We advocate for patient rights and ethical considerations.
– We provide an environment that is physically, spiritually and emotionally healing.
– We believe that caring for ourselves and supporting each other is primary in our ability to care
for others.
 EXAMPLES ……………
• Leadership
– Our leaders create caring and healing cultures and
a positive work environment.
– Nurse leaders exist at every level of our
organization.
– Leadership practices are guided by the principles
of shared governance.
 EXAMPLES ……………
• Teamwork
– We believe all members of our team contribute their
unique knowledge and skills, which are commensurate
with their established levels of responsibility, authority
and accountability.
– We promote trust and positive interpersonal relationships
by valuing open communication and honoring diversity.
– We honor unified, collaborative interdisciplinary teams
that learn together and create the interdependence
required for well coordinated, high quality patient care
delivery and outcomes.
 EXAMPLES ……………
• Professional Nursing Practice
–  Our professional nursing practice exists to provide safe, quality, holistic and
compassionate care to individuals and families, by using professional
standards to achieve and maintain optimal health outcomes, comfort, and
dignity.
– We embrace nursing research and incorporate evidence-based practice in our
care of patients and our leadership practices.
– We demonstrate responsibility, authority, and accountability for our own
independent nursing practice.
– We support and celebrate individual attainment of professional and
educational goals and achievements.
– We believe that expert practice should be honored, recognized and rewarded.
– We enthusiastically support the provision of clinical experiences to nursing
students and the advancement of nursing practice.
 EXAMPLES ……………
• Patient Care Delivery
– We establish therapeutic relationships among nurses, patients, and families to ensure patient- and
family-centered care.
– We believe in continuity of care and ensure staffing levels that meet patient and family needs.
• Resource Driven Practice
– We maximize all available resources in the interest of achieving desired outcomes and safe-guarding
patient care.
– We embrace new technology
– We care about and respond to the needs of the community and the organization of Mid Coast
Hospital
– We support the need to consider the overall impact of healthcare costs on the delivery system, and
participate in ways to improve access and quality while reducing barriers, disparities and waste.
• Outcome measurement
– We ensure safe and high quality care for our patients by continually striving for improvement and
excellence in our practice.
Good business leaders create a vision, articulate
the vision, passionately own the vision, and
relentlessly drive it to completion. 
Thomas Hardy 
 REFERENCES:
• Vision, Mission and Values : Management Tools for Building a Better Workplace
www.abetterworkplace.com
• Basic Description of Strategic Planning (including key terms to know)
www.managementhelp.org/plan_dec/str_plan/basics.htm
• hosp_phcoll_accom: www.sph.unc.edu/images/stories/centers.../nciph
/.../hosp_phcoll_accom.pdf
• Mission and Vision Statements – strategy:
www.1000ventures.com/.../vision_mission_strategy.html
• Business Vision and Company Mission Statement:
www.quickmba.com/strategy/vision
• Mission, Vision & Values - Hartford Hospital, Connecticut:
www.harthosp.org/AboutUs/MissionVisionValues/default.aspx
• vision, mission, values statements of organizations: www.mindtools.com › 
Leadership Skills