Worldviews and mission statements

IEEE Transactions on Professional Communication, 2001

Long Range Planning, 1996

Health progress (Saint Louis, Mo.)

International Bulletin of Missionary Research, 1992

O fficial mission statements are produced by churc h and associational bodies to provide gu idance and challenge to the Christian community. Whil e admittedly not always the most inspiring reading, th ey nevertheless help to clarify the mi ssion task and goals at the tim e or for the occasion on which they were formulated. Naturally they are dated and may quickly become outdated. Even then they continue to be of con sid erable historical interest, as they enable scho lars and stu dents of missiology to trace the continuity and chang es in the theology of mission over the decades. Therefore we belie ve the mi ssion community will welcome the themes and the manner in which each of the four traditions attempts, in its own way, to d eal with the momentous challenges of modernity. Conciliar Ecumenical Missiol ogy The claim to be ecumenical is not the prerogative of any single church, denomination , or grou p of churches. Indeed, each of the four mi ssionary traditions exam ined in this volume may rightly lay claim to being ecu me nical in some sense. We use the term "conc iliar ecume nical" to refer to the movement among churches and their related mission agencies that sees newly released volume New Directions in membership in organized church councils as Mission and Evangelization 1: Basic State the primary visible express ion of Christian

Mission and vision both relate to an organization’s purpose and are typically communicated in some written form, that answer questions about who they are, what do they value, and where they are going, (Carpenter, Bauer, Erdogan, N.D). Servant leadership is based on the premise that leaders who are best able to motivate followers are those who focus least on satisfying their own personal needs and most on prioritizing the fulfillment of followers’ needs (Greenleaf, 1970). Mission/Vision Statements go together with the type of leadership that is chosen to run the business or organization. Servant Leadership is like benevolent leadership, in the way that leaders focus more on serving their followers, attempting to create common good in the company, and/or organization, and developing a statement that will eventually guide the way the business is ran. Leaders should have the ability to improve the outcome of those under their leadership, while establishing a clear mission or vison for future developments

Health Care Management Review, 2007

Although it is widely recognized that the effectiveness of mission statements is contingent upon the extent to which they are communicated to the organization's members, there is virtually no literature on how organizational members perceive the mission statement. To address these shortcomings, a research project was set up to seek (a) to assess how managers and nonmanagers perceive the mission statement and (b) to determine if there is a perception gap between both groups. In total, 102 nurses, nurse managers, and senior managers in a 217-bed Flemish hospital filled up a questionnaire, based on the Competing Values Framework for Managerial Communication, to assess their perception of the organizational mission statement. There is a mission statement perception gap between managers and nonmanagers. The scores of the management group are, in almost all cases, significantly higher. These findings suggest that managers have a more positive attitude toward the mission statement. To optimize the impact of the mission statement, managers should measure the perception of the mission statement and try to remediate possible mission statement perception gaps. The Competing Values Framework for Managerial Communication is offered as a tool to assess (a) the presence, (b) the direction, and (c) the intensity of possible mission statement perception gaps.

Purpose -This study uses a stakeholder perspective to explain the content of mission statements, in particular the inclusion of stakeholder groups. The study uses stakeholder dependency theory and resource dependency theory to explain the content of mission statement. In line with this perspective, stakeholders in this study will be classified as either being resource providers, such as employees and customers, or non-resource providers, such as the community and the environment. The primary aim of the study is to find evidence for the theoretical relationship between the importance of stakeholders to the company and the inclusion of stakeholder groups in the company's mission statement. Design/methodology/approach -The use of a large dataset with 490 observations enables a multivariate analysis of mission statement content, focusing on country-, industry-, and company-specific factors. Findings -The study finds that stakeholder groups the company is more dependent on, are addressed in mission statements more frequently. In addition, the profile of an industry, legal origin and ownership concentration are found to be related with stakeholder inclusion in mission statements.

Long Range Planning, 1994

Research on organizational mission and vision has primarily centered on the leader's role in developing and implementing these while neglecting employee worldviews on mission and vision. Guided by the communicative constitution of organizations (CCO) perspective, this exploratory study acknowledges that employees, as well as leaders, contribute to the shared knowledge about what their organization stands for and where it is heading. Toward this end, we explored the extent to which employee constructions and official mission/vision statements were congruent and how they differed. Analysis revealed substantial lack of congruence between employees and their organizations. In general, employee and official versions shared less than half of the same themes. With respect to substance, official statements tended to be far more broad and complex than employee versions. These differences suggest problems with the inclusion of employee worldviews into higher level organizational texts.