8.3 Elements of organisational purpose

Question 1

Each person’s contribution to strategy is often subconscious and takes place in a three-part cycle. What are the three parts?

Answer 1

Implement
Monitor Results
Adjust

Question 2

What is the dictionary definition of “vision”?

Answer 2

The ability to think about or plan the future with imagination or wisdom.

Question 3

Bennis and Nanu (1985) suggest that vision is a mental image of a possible and desirable f______ of the o________.

Answer 3

Future

Organisation

Question 4

Lynch (2015) said “vision is a challenging and imaginative picture of the future role and objectives of the organisation, significantly going beyond its current e_________ and competitive p________.

Answer 4

environment

position

Question 5

Vision:

• starts the process, and requires an awareness of the need to change
• require a challenge to the p_______
• challenges existing perceived b_______
• requires more than just an extension of replication of the current picture
• provides a c______ for the people involved

Answer 5

purpose
boundaries
challenge

Question 6

Maccoby (2017) suggests that there are 6 core aspects of human emotion that need to be considered in the shaping and development of “meaning” within an organisational mission. What are these?

Answer 6

1) Dignity - the need to feel part of the whole and recognise our individual role
2) Mastery- the requirement to feel in control of what we do
3) Information - the desire to understand and learn
4) Play - the drive to explore and innovate
5) Survival - the instinct of defence of oneself and the group
6) Relatedness - the need to interact and work with others

Question 7

There is a human need to clarify and write down organisational mission in a “mission statement” with the objective of declaring organisational p_______ to the w_____ at large, and the internal objective of ensuring that employees have an understanding of the organisational mission and purpose.

Answer 7

purpose

world

Question 8

Lynch (2015) takes 5 core traits that tend to sit within a mission statement:

• nature of the b_______
• focus on the n____ of the customer
• values and b_____ of the organisation
• element of sustainable competitive a________
• r_______ for our existence

Answer 8

business
needs
beliefs
advantage
reasons

Question 9

Argenti (1989) suggests that mission statements are more to do with public relations and the image of the company than with…. what?

Answer 9

Strategy

Question 10

What are the four parts of the Ashridge Mission Model developed by Campbell (1991)

Answer 10

Purpose - why?
Values - who and what?
Standards and behaviours - how?
Strategy - when and where?

Question 11

What are McKinsey’s 7 Ss?

Answer 11

Structure
Strategy
Systems
Skills
Style
Staff
Shared values

Question 12

Which of McKinsey’s 7 Ss sits at the center of the web of strategy?

Answer 12

Shared values

Question 13

“O_________” and “g_____” are often used interchangeably - Mintzberg (1994) suggested that an objective is a goal expressed in the form by which its attainment can be measured. e.g. a goal could be to cut costs, but the objectives would be to receive a 30% saving.

Answer 13

Objectives

Goals

Question 14

What does “SMART” stand for in objective setting?

Answer 14

Specific
Measurable
Achievable
Realistic
Timely

Question 15

What three things does “Triple Bottom Line” refer to?

Answer 15

Financial performance
Addition of value to shareholders
Impact on economy, environment and society

Question 16

What does IIRC stand for?

Answer 16

International Integrated Reporting Council

Question 17

The IIRC actively encourages o__________ to view their strategic o______________ and produce their annual reports in an integrated manner.

Answer 17

Organisations

Objectives

Question 18

The IIRC’s view on strategy is underpinned by seven different forms of capital within an organisation. What are these?

Answer 18

Financial
Manufactured
Intellectual
Human
Social
Relationship
Natural

Question 19

Berenschott (1998) suggested an approach through the alignment of 7 different forces, which could enable managers to consider and assess the different strategies available to them. What are these?

Answer 19

Necessity - create a sense of urgency
Vision - the creation of shareable images in people’s minds
Success - don’t eave success to the end - ensure there are measures along the way
Spirit - the driving force to maintain commitment
Structures - maintaining essential organisational support
Capacities - involve the right people, with the right knowledge, skills and abilities
Systems - build an iterative system to maintain the communication process

Question 20

“There is a danger of drawing a mathematically precise line from an unwarranted a__________ to a foregone c_________.”

(Anonymous)

Answer 20

Assumption

Conclusion