1. Vision/Mission Statement & Resource Management

2. Learning Outcomes (Vision, Mission, Philosophy, Goals & Objectives)
Students are able to:
Distinguish between the meaning of vision and mission statements
Identify the process of developing the vision and mission statements of an organization
Appreciate the importance of vision and mission towards achieving the goals of an organization
Identify references for developing the statements
Aligning vision, mission, goals and objectives of an organization

3. From Here to There Vision statement Mission statement
  Principles/philosophy
Goals
Objectives

4. Vision Statement
A vision statement guides the organization to a better world
A vision statement must:
       conform to the area of responsibility of the organization
      confine itself to education
      deal with something everyone concerned with the organization would like to see in the future

5. A vision provides more than a picture of the organization’s future
It is a critical ingredient for change
It represents a global, continual purpose for the organization
It electrifies and invigorates
It is the ultimate standard toward which all progress is measured
Its structure is less important than its effect on the values and behaviors of every member of the organization

6. Criteria for a great vision
 Brief and memorable
 Inspiring and challenging
 Descriptive of the ideal
 Appealing to employee, customers and stakeholders
 Descriptive of future service levels
 Idealistic, standing above the commonplace
 Enduring

7. Vision Statement: MOE, UPM & Faculty of Educational Studies
The Vision of Ministry of Education is Ideal school generates glorious generation (Sekolah unggul penjana generasi terbilang)
The Vision of UPM is to become a university of international repute (Menjadi universiti bereputasi antarabangsa)
The Vision of the Faculty of Educational Studies is to become a world class teaching and research centre in the field of education and human resource development.

8. Famous Examples of Vision Statements
McDonalds
McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile.
General Motors
GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people.

9. Ikea
Affordable solutions for better living
Amazon Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.
Colgate-palmolive
As we plan our strategies to sustain growth for the years to come, our core values of Caring, Global Teamwork and Continuous Improvement will continue to drive our future initiatives. 

10. Developing a School Vision: Lessons from Nominated Transformative Principals Brad W. Kose New York (2008)
Transformative leadership: concerned with issues of equity, diversity, social justice and oppression
How principals develop helped develop their school’s vision?
Developing a vision
Provide a vision rationale
Provide multiple participation opportunities
Engender transformative discussion
Vision development with school staff
Vision development with school staff and community

11. Vision statement dimensions (content):
Specific, clear priorities
Emphasis on student learning
Using transformative language:
Five categories: Equity/inclusion, affirming diversity, responsible citizenship, learning for diversity, social justice/anti-oppressive learning

12. Mission statement
Where a vision statement points the organization to the future, the mission statement explains what the organization is all about
A mission statement identifies what, and for whom, agencies, programs or subprograms do
The mission statement must answer the twin questions of;
       Why the organization was formed?
       What it is supposed to do?
Mission: A brief, comprehensive statement of purpose of an agency, program or subprogram

13. When writing a mission statement, consideration
When writing a mission statement, consideration should be given to the following:
       Who we are?
       What do we do?
       For whom do we do?
       Why do we do it?
       Why are public resources devoted to this effort?

14. Three Basic Questions
What are the opportunities or needs the organization address?
What does the organization do to address those needs?
What principles and values guide the organization?

15. Mission Statement Criteria
       Identify the overall purpose for the existence of the agency (statute, rules, executive order etc)
       Identify the basic needs or distinct problems that the agency is designed to address
       Identify clients, customers (both internal and external) of an agency
       Help identify customer and stakeholders expectations/requirements/services/products provided to meet these requirements, processes and resources used to satisfy these requirements
Lead to the development of performance measures that reflect customer and stakeholder requirements

16. Defining the Mission Statement
Identify the original purpose of the agency
Why does the agency exist?
      What are the mandates?
      What functions, products/services are or should be, provided?
Reflect the customer and stakeholder base in the statement
       Use the customer/stakeholder identification completed during the SWOT
Identify current needs or distinct problems
       How do current expectations differ from the original
purpose of the agency?
      What are the primary needs/problems that have to be addressed?

17. Review and revise existing mission statements
Review and revise existing mission statements and draft new statement as appropriate, based upon the previous question
Has the mission changed? (through legislation)
Are the missions clearly understood by employees, customers and clients?
Applying SWOT
Reviewing internal strengths and weaknesses
Identifying external opportunities and threats

18. Mission Statements of World Class Business Schools
Harvard University:
We educate leaders who make a difference in the world
Stanford University:
Our mission is to create ideas that deepen and advance our understanding of management and with those ideas to develop innovative, principled, and insightful leaders who change the world
University of Pennsylvania:
Prepare business leaders to fuel the growth of industries and economies on a global scale

19. University of Chicago:
Transform students into confident, effective, respected business leaders prepared to face the toughest challenges
University of California:
Offers a superb management education to outstanding men and women from around the world
Columbia University:
Pioneer active learning, entrepreneurial training and bridge research and practice

20. Mission Statements of Well-known Companies
Wal-Mart:
To give ordinary folk the chance to buy the same thing as rich people 3M
To solve unsolved problems innovatively
Walt Disney
To make people happy

21. Apple Computer
To produce high-quality, low cost, easy to use products that incorporate high technology for the individual. We are proving that high technology does not have to be intimidating for noncomputer experts."
Microsoft
At Microsoft, we work to help people and businesses throughout the world realize their full potential.
Google
To make the world's information universally accessible and useful
Facebook
To give people the power to share and make the world more open and connected

22. Pizza Hut
We take pride in making a perfect pizza and providing courteous and helpful service on time, all the time. Every customer says, "I'll be back!
Toyota
To sustain profitable growth by providing the best customer experience and dealer support.
Ikea
Ikea's mission is to offer a wide range of home furnishing items of good design and function, excellent quality and durability, at prices so low that the majority of people can afford to buy them

23. Starbucks
Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow. The following six guiding principles will help us measure the appropriateness of our decisions: Provide a great work environment and treat each other with respect and dignity. Embrace diversity as an essential component in the way we do business. Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee. Develop enthusiastically satisfied customers all of the time. Contribute positively to our communities and our environment. Recognize that profitability is essential to our future success.

24. Coca Cola
Everything we do is inspired by our enduring mission:
To Refresh the World... in body, mind, and spirit.
To Inspire Moments of Optimism... through our brands and our actions.
To Create Value and Make a Difference... everywhere we engage.

25. Faculty of Educational Studies University Putra Malaysia Mission Statement
To become a pioneering centre for knowledge and learning that contributes to the advancement of humankind in the field of education and human resource development.
Menerajui penerokaan ilmu dan kemahiran yang menyumbang kepada kemajuan dalam bidang pendidikan dan pembangunan sumber manusia.

26. UPM Mission Statement
To make meaningful contributions towards wealth creation, nation building and universal human advancement through the exploration and dissemination of knowledge Memberikan sumbangan bermakna kepada pembentukan kekayaan dan pembangunan negara serta kemajuan manusia sejagat menerusi penerokaan dan penyebaran ilmu.

27. Mission Statement of MOE (KPM)
Membangun Potensi Individu Melalui Pendidikan Berkualiti
To develop a world-class quality education system which will realise the full potential of the individual and fulfill the aspiration of the Malaysian nation. A vision without a mission is an impractical notion.
  A mission without values could lead to an ‘ends justifies any means’
Your thoughts!!!

28. Dissemination of Vision, Mission and Educational Goals (UPM)
Made known to the internal and external stakeholders through:
Print media: Strategic Plan 2001 – 2010 (Rev. 2007), faculty guide, posters, academic calendars, various university publications …
Electronic media: University Website and Putra FM Radio
Others: In-service training, workshops, meetings, staff associations, and alumni activities
Through Corporate Communication Divisions

29. Philosophy/Principles
Principles are core values and philosophies that describe how an agency conducts itself in carrying out its mission
Philosophy deals with belief systems and tries to explain certain phenomena:
       How do individuals learn?
       What is knowledge?
       Where does knowledge come from?
       What are values?
Where do values come from?

30. Principles also:
      serve as criteria to guide decision-making at all levels of an agency
      express the common values that can be embraced by the whole organization
      are powerful instruments for changing organizational culture
      motivate employees
How an individual believes children learn will greatly determine the methods used to teach.

31. The philosophical statement of a school system
The philosophical statement of a school system should confine itself to answering the questions of belief listed above.
A philosophical statement should address: How individuals learn? The type of setting that is conducive to learning. The larger picture of values and where knowledge originates.

32. Educational Philosophy
Education in Malaysia is an on-going effort towards further developing the potential of individuals in a holistic and integrated manner, so as to produce individuals who are intellectually, spiritually, emotionally and physically balanced and harmonious, based on firm belief in God. Our efforts are focused towards creating Malaysian citizen who are knowledgeable and competent, who possess high moral standards, and who are responsible and capable of achieving a high level of personal well-being and able to contribute to the harmony and prosperity of the family, the society and the nation at large.

33. Goals
The goals of an organization can never be achieved but are something towards which an organization works (Earthman, 1992)
Goals are the desired end result, generally after three or more year
The goal statements should reflect vision, mission, and philosophical statements

34. Criteria for Goals
Goals will be in harmony with, and clarify the agency vision, mission and principles/philosophy
Goals will address priorities and the results of the internal/external assessment and may be developed in response to strategic issues
Goals will remain essentially unchanged
Goals will normally encompass a relatively long
period
Goals will address the gaps between the current
and desired level of service

35. Faculty of Educational Studies Aim/Goals
To produce graduates who excel, publish quality research and provide professional services in the field of education and human resource development in order to meet the demands of the nation.
Melahirkan graduan yang cemerlang, penyelidikan berkualiti dan memberi khidmat profesional dalam bidang pendidikan dan pembangunan sumber manusia untuk memenuhi keperluan negara.

36. UPM Goals (10)
To produce quality graduates who are competitive and resilient
(Melahirkan graduan yang berkualiti, berdaya saing dan berusaha untuk terus maju.)
To enhance the quality of UPM students through inculcation of soft skills
(Memperkasakan pelajar UPM dengan penguasaan kemahiran insaniah.)
To transform UPM into a renowned university
(Menjadikan UPM sebagai Universiti Penyelidikan yang terkemuka.)
To strengthen UPM as a center of excellence in agriculture education and research
(Memperkasakan UPM sebagai pusat kecemerlangan pendidikan dan penyelidikan pertanian.)
To broaden and strengthen UPM network with industry and society
(Meningkatkan jalinan industri dan masyarakat )

37. To manage human capital and work environment effectively
(Mengurus modal insan dan persekitaran kerja dengan cemerlang.)
To enhance a quality management system based on good practice
To efficiently generate and manage the financial resources of UPM
(Menjana dan mengurus sumber kewangan universiti secara cekap dan berkesan. )
To make UPM fully connected based on information and communication technology
(Menjadikan universiti terhubung sepenuhnya dengan berasaskan ICT. )
To strengthen UPM through alumni involvement
(Memperkasakan UPM melalui Alumni )

38. UPM Goals
GOAL Goal 1:To attract outstanding students and to produce knowledgeable and competitive graduates
Goal 2:To elevate achievements in research and innovation to international levels
Goal 3:To intensify community involvement for the generation and sharing of knowledge
Goal 4:To strengthen UPM as a centre of excellence in education, research and services in agriculture and tropical bioresources
Goal 5:To improve the governance and management of resources based on best practiceGoal
6:To reinforce the Graduate School of Management’s position as the Top Business School (TBS)

39. MATLAMAT Matlamat 1:Menarik pelajar cemerlang dan menghasilkan graduan berilmu dan berdaya saing
Matlamat 2:Melonjakkan tahap pencapaian penyelidikan dan inovasi ke peringkat antarabangsa
Matlamat 3:Memperkasakan penglibatan komuniti untuk penjanaan dan perkongsian ilmu
Matlamat 4:Memperkasakan UPM sebagai Pusat Kecemerlangan Pendidikan, Penyelidikan dan Perkhidmatan Pertanian, dan Biosumber Tropika
Matlamat 5:Memperkemas tadbir urus dan pengurusan sumberMatlamat
6:Memperkasakan Sekolah Pengajian Siswazah Pengurusan sebagai Top Business School (TBS)

40. Reflection of UPM Goals (Educational)
To produce quality graduates who are competitive and resilient
Learning outcome: social responsibility, research attainment, community involvement, ethical values, and leadership
To enhance quality of UPM’s students through inculcation of soft skills
Learning outcome: social responsibility, research attainment, community involvement, ethical values, and leadership

41. To transform UPM into renowned research university
Learning outcome: Research attainment and leadership
To strengthen UPM as a center of excellence in agriculture education and research
Learning outcome: social responsibility, research attainment, community involvement, ethical values, and leadership

42. Behavioral Objectives
Objectives are specific measurable targets for accomplishing goals
There must some way to measure the effectiveness and efficiency of the organization in working towards its goals
They are written in terms of observable student behavior that can be measured by some type of instrument

43. Criteria for Objectives
Good objectives will be SMART
      Specific
      Measurable
      Aggressive but attainable
      Results oriented
Time-bound (specify a relatively short time frame for meeting objectives – from a few weeks to no more than a year)

44. Examples of SMART/Not SMART Objectives
       To reduce processing time.
       To reduce by 5% the average cost of processing new hires by June, 15, 2001 (SMART)
       To reduce highway deaths.
       To reduce the highway deaths rate by 10% in FY (SMART)

45. Objectives of MOE
To produce loyal and united Malaysian.
To produce happy, well mannered individuals who have faith, knowledge and vision.
To prepare the nation’s human resource for development needs.
To provide educational opportunities for all Malaysians.

46. References for the Development of School Vision and Mission
Current development in and outside the country)
(Perkembangan semasa di dalam dan di luar negara)
Vision 2020 (Wawasan 2020)
National Philosophy of Education (Falsafah Pendidikan Kebangsaan)
Student potentials (Potensi murid)
Needs of local communities (Keperluan masyarakat setempat)
NKRA/KPI

47. Proses pembinaan visi dan misi sekolah
Pendekatan Top-down vs. Bottom-up
Digubal secara kolektif oleh semua guru
Dipersetujui dan difahami oleh staf sokongan, murid dan ibu bapa
Disebarluas dengan mendokumentasikannya (edaran)
Dipamerkan di tempat-tempat yang strategik
Dikaji semula dari semasa ke semasa

48. Kandungan Pernyataan Visi dan Misi
Pernyataan visi dan misi perlu mengandungi :
      Elemen pembentukan model murid lepasan sekolah
       Elemen pembentukan model sekolah berkesan
       Penyelesaian isu dan masalah pendidikan dalam konteks pembangunan bangsa dan negara

49. Penghayatan Visi dan Misi Sekolah
Guru dan staf sokongan dapat:
      Menyatakan visi dan misi
       Menjelaskan visi dan misi
       Mempercayai visi dan misi
       Visi dan misi menjadi sasaran untuk pembangunan pengurusan dan pentadbiran sekolah, amalan mengajar, kokurikulum dan kerja komuniti

50. Murid dapat:
       Menyatakan visi dan misi
       Menjelaskan visi dan misi
       Mempercayai visi dan misi
Visi dan misi menjadi sasaran untuk pembangunan pengurusan dan pentadbiran sekolah, amalan mengajar, kokurikulum dan kerja komuniti

51. Impak Visi dan Misi
Visi dan misi dapat memberi impak ke atas perlakuan warga sekolah:
      Menunjukkan peningkatan prestasi dalam proses pengajaran dan pembelajaran
Menunjukkan peningkatan dalam proses persekolahan
     Menghasilkan kualiti produk yang tinggi
Mewujudkan identiti budaya/etos sekolah

52. Key Elements of Malaysian Education System
Access to education
Equity in education
Quality in education
Efficiency and effectiveness of management education

53. National Education Blue Print (PIPP)
The Six Strategic Thrusts:
Nation building
Develop human capital
Bridging gap in education
Strengthen national schools
Elevate the teaching profession
Propel excellence of educational institutions

54. Education NKRA The four (4) thrusts:
72% enrolment across 4+ and 5+ cohorts by 2010
90% literacy and numeracy by 2010 (LINUS screening Literacy and Numeracy Screening)
Target of 20 HPS (High Performing Schools) by 2010
2% of principals rewarded by 2010

55. Pengurusan Sumber Organisasi
Pengurusan struktur organisasi
Sekolah mempunyai struktur organisasi
Sekolah menyediakan perincian tugas guru dan staf sokongan
Sekolah mempunyai sistem fail
Pengurusan prasarana
Sekolah menguruskan kawasan bangunan sekolah
Sekolah mengurus perabot dan kemudahan asas
Sekolah menyelenggarakan sumber pendidikan

56. Pengurusan sumber manusia
Sekolah mengagihkan tugas guru dan staf sokongan
Sekolah mengadakan peraturan sekolah untuk guru, staf sokongan dan murid
Sekolah mengawal tatatertib guru dan staf sokongan
Sekolah melakukan program orientasi kepada guru/staf baru
Sekolah melakukan program pemajuan staf

57. Pengurusan kebajikan guru, staf sokongan dan murid
Pengurusan hubungan komuniti

58. Pengurusan Program Pendidikan
Pengurusan perancangan strategik
Sekolah menyediakan pelan strategik
Sekolah menyediakan pelan tindakan
Sekolah melaksanakan program, projek/aktiviti pelan strategik
Pengurusan program kurikulum
Jawatankuasa kurikulum sekolah merancang dan melaksanakan program/projek/aktiviti
Pengagihan tugas mengajar dan hal-hal kurikulum

59. Sekolah menyediakan jadual waktu mengajar
Panitia mata pelajaran menguruskan hal-hal pengajaran dan pembelajaran
Sekolah melaksanakan penyeliaan dan pencerapan

60. Pelaksanaan Program Pedagogi dan Pandragogi
Guru mengadakan rancangan tahunan sekolah
Guru menyediakan rancangan pelajaran harian
Guru melaksanakan set induksi
Guru menyampaikan pelajaran
Guru merangsang murid untuk terlibat dengan pembelajaran
Guru mengeksploitasikan pelbagai kecerdasan murid

61. Pengurusan dan Pelaksanaan Program kokurikulum
Sekolah menyediakan objektif kokurikulum
Jawatankuasa kokurikulum sekolah berfungsi dengan sewajarnya
Sekolah melaksanakan program/projek/aktiviti kokurikulum
Sekolah memberikan sumbangan kepada masyarakat luar dalam aktiviti kokurikulum