1. Dr. Mohamed Seyam PhD. PT. Assistant professor od physical therapy

2. Responsibility for Vision, Mission, and Goals Visions should challenge the performance and ideas of stakeholders. A vision leads employees (and entrepreneurs) to Commit to the organization because the vision energizes them. Develop a sense of the meaning of their work as part of a bigger whole. Strive to achieve a standard of excellence that stimulates improvement. Eg: To be the physical therapy provider of choice in Majmaah city, Riyadh

3. vision without a vision and overriding goals to strive for, it would be difficult for either organization to accomplish its business goals. An unshared vision is problematic, but no vision at all may prove disastrous to an organization.

4. The Vision Statement Checklist Clear, vivid picture of the future of the organization ✦ Challenging ✦ Hopeful ✦ Memorable ✦ Realistic ✦ Achievable ✦ Guides the long-term action plan

5. CRITIQUE OF VISIONS Using the characteristics in Sidebar 5.1, improve upon the vision statements of McHale and Associates Physical Therapy and New Jersey Pediatric Rehabilitation Services: McHale: “To be the physical therapy provider of choice in Jones City, Alabama.” New Jersey: “To serve all children with special needs in New Jersey.” 2. Compare the organization cultures that might be expected in these two practices. What would it be like to be employed in each one? 3. Find the vision of a physical therapy practice or other health-care organization you would like to know more about. What does its vision statement tell you about the organization? Does it meet the characteristics expected of a vision? Does the vision meet your professional expectations for an employer? 4. In small groups, compare and contrast vision statements.

6. Mission Statements A mission statement provides a current path to realize the future that is presented in the vision of an organization. Like its vision, an organization’s mission statement also becomes a source of power for an organization because it enables its sense of purpose. The mission statement clarifies its legal role, expectations of its stakeholders, and, perhaps most importantly, its moral duty—what it ought to be doing.

7. How is it written Majmaah PT centre’ Mission Statement Majmaah PT centre are board-certified physical therapists who provide the highest quality care to prevent and rehabilitate the movement disorders of people of all ages in Majmaah City. Our individualized, hands-on approach to improving the quality of life of our patients is available at times most convenient for them in our modern, state-of-the-art facility. We believe our patients are at the center of our efforts as we consult with other health-care professionals to coordinate a comprehensive plan for their health.

8. What does the statement tell you A mission statement written with input from its stakeholders assures the inclusion of the values and beliefs of all constituents. Should hold a board-certified specialization Need to be flexible in their work hours. Comfortable with one-on-one contemporary patient care.

9. The Mission Statement Checklist Clear statement of purpose and priorities Reflects values or beliefs (culture) of the organization Presents the unique attributes of the organization Infers the roles of stakeholders in the organization Generates commitment to and pride in the organization Consistent with legal and corporate requirements (if applicable) of the organization

10. Value Statements Value statements often begin with “we believe...”, or “we are committed to...”, or simply “we value...”. All organizations have values that drive its culture. The values statement typically identifies the four to six most important values.

11. Values ✦ Access ✦ Accountability ✦ Diversity ✦ Education ✦ Financial success ✦ Honesty ✦ Innovation ✦ Productivity ✦ Quality care ✦ Respect ✦ Teamwork ✦ Work/home balance

12. Goal Setting The goals, or results desired, for the organization are equally powerful and important in planning and implementing a new practice or new component of an organization. Organizational goals are also a means for controlling, coordinating, and evaluating work performance.

13. General rules for goals Goals must be phrased in terms of outcomes Goals must be measurable Goals must challenging but realistic Goals must be communicated

14. Goals ( SMART) ✦ Specific ✦ Measurable ✦ Action-oriented ✦ Realistic ✦ Time bound

15. Goals Three types of goals that apply to any strategic planning. Horizon goals— broad and less specific goals that are to be met over the course of the overall planning time span of years. Near-term goals—also called short-term goals, with results or accomplishments expected in the next operating cycle, typically 1 year. They serve as progress points toward horizon goals. Target goals— very short-term and specific to time and measurement. They generate action that can be accomplished in days or weeks. Targets goals need to be checked regularly to determine if they remain consistent with near term and horizon goals.