1. Department of Psychology Our Mission and Vision

2. Introduction Why have Mission and Vision Guidelines for an Effective Mission and Vision Choosing Leadership

3. Why a Mission Statement? Results of the Program Review –“the Mission statement is too vague and too wordy” ? ? ? ? ? Required

4. Why a Mission Statement? To contribute to the larger Mission –We are a community committed to preparing students to be educated and enlightened citizens who lead productive and meaningful lives ? ? ? ? Contribute Required

5. Why a Mission Statement? It provides a sense of purpose for individuals and groups –"The key to the ability to change is a changeless sense of who you are, what you are about and what you value." - Stephen R. Covey ? ? purpos e Contribute Required

6. Examples of Mission Statements Provide society with superior products and services by developing innovations and solutions that improve the quality of life and satisfy customer needs, and to provide employees with meaningful work and advancement opportunities, and investors with a superior rate of return."— Merck Merck "A computer on every desktop and in every home, running Microsoft software"—MicrosoftMicrosoft "Organize the world's information and make it universally accessible and useful."—GoogleGoogle

7. Why a Mission Statement? Useful IF used. –A Mission statement: tells you what the company is now. It concentrates on the present; it defines the customer(s), critical processes and it informs you about the desired level of performance USEFU L purpos e Contribute Required

8. A Mission also needs a Vision Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear decision-making criteria

9. Why a Mission AND a Vision The Vision describes a future identity and the Mission describes why it will be achieved

10. The missing link Personal Commitment USEFU L ? purpos e Contribute Required

11. In order to be effective… an organizational vision statement must become assimilated into the organization's culture. Leaders* have the responsibility of –communicating the vision regularly, –creating narratives that illustrate the vision, –acting as role-models by embodying the vision, –creating short-term objectives compatible with the vision, –and encouraging others to craft their own personal vision compatible with the organization's overall vision.

12. What could happen There is no regular communication of the vision There are no role-models embodying the vision Short-term objectives are inconsistent with the vision Discouragement and disillusionment with the vision The vision does NOT become incorporated into the culture A culture of competing agendas

13. What now? WE EACH GET TO CHOOSE TO PROVIDE LEADERSHIP IN OUR MISSION & VISION OR NOT

14. FOR MORE INFORMATION www.FranklinCovey.com WIKIPEDIA- Mission Statement http://www.businessplans.org/Mission.htm l