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TEMPLE / Leadership (LEAD) / Lea 1101 / Is there a difference between vision and mission?

Is there a difference between vision and mission?

Is there a difference between vision and mission?

Description

School: Temple University
Department: Leadership (LEAD)
Course: Leadership and Organizational Management
Professor: Jameel rush
Term: Summer 2015
Tags: HRM
Cost: 50
Name: HRM 1101 study guide exam 1
Description: Study guide for exam 1
Uploaded: 02/06/2018
4 Pages 126 Views 5 Unlocks
Reviews


HRM 1101 – Exam 1 Study Guide  


Is there a difference between vision and mission?



Chapter 5 – Planning and Strategies  

PLANNING: the cognitive, creative and behavioral process of developing a  sequence of activities intended to achieve a goal or move toward an imagined  future state

It all starts with:

∙ Values: what we stand for, what we believe  

∙ Vision: a description of what an organization wants to become – its  future identity – which can be realized through the successful  accomplishment of its mission

∙ Mission: what we do. A statement that describes what an organization  is, what it does and what it stands for

Strategic Planning: the process of examining an organization’s internal and  external environments and determining major goals that will help the company  realize its mission and move toward its vision.


What steps are involved in the process of strategic planning?



∙ Market – size, growing or shrinking

∙ Market segments – where we need to specialized

∙ Competition – identify who we are competing against  

∙ Where do we fit now and where may we want to fit? We also discuss several other topics like Who was considered the greatest writer of tragedy?

∙ What is our position?

STRATEGY: an organization’s overarching plan that articulates its direction,  approach, major areas of focus and major goals  Don't forget about the age old question of Why is global health relevant?

∙ Strategic plan is usually every 3 years

∙ Must be representative of your values

∙ A company needs around 4-6 strategies  

Operational or tactical plans: 


How is matrix used in an organization?



∙ What has to happen to achieve strategic plan

∙ 3 tactics to achieve each strategy

Business Plan: 

Annual plan that focuses on sales and profits

Chapter 9 – Organizing  

ORGANIZATION: group of people assembled to perform activities that will  allow the entity to accomplish a set of strategic and tactical goals and to realize its mission

∙ Organizational Structure: the way in which labor, communication,  etc… are coordinated to accomplish tasks and goals

∙ Organization design: process of creating an organizational structure  

Organization Structure: 

An organization can be either TALL or FLAT:

1. TALL: when it has many levels of hierarchy. Additionally, the power is  centralized, decisions are made at the top and it is slow and consistent 2. FLAT: when it has few levels of hierarchy. Decisions are made at lower  levels, it lacks consistency and it’s hard to replicate success Don't forget about the age old question of How does patient education work?

Departmentalization:  

Individuals and activities are grouped together into departments according to  function, geography, product, process and customer

∙ Function: grouping jobs based on the nature of the work being  performed

∙ Product: grouping based on the products made or services offered  ∙ Process: grouping based on the sequential steps of the work people do  to produce products or services  

∙ Customer: grouping based on the needs of customers

∙ Geography: grouping based on their physical location  

Matrix: structure in which departments within an organization are linked  directly to one unit in the vertical and horizontal organization  If you want to learn more check out Is there age and gender restriction in terrorism?
We also discuss several other topics like What is beccaria's contribution on the history of criminal justice?
If you want to learn more check out Who is the founder of psychoanalysis?

Hybrid structure: incorporates more than one type of structure in the overall  organization  

HR’s role in organizing  

∙ Job analysis: process of gathering and analyzing information about jobs  and the knowledge, skills and competencies needed to perform these  jobs  

∙ Job description: written document that lists the major tasks and  responsibilities of a particular job  

∙ Job specialization: written document that lists all the necessary  knowledge, skills and abilities that a person must posses in order to  perform a particular job

∙ Benchmark job: a job that is representative of other jobs that are  similar in nature  

Corporate governance: the manner in which an organization is controlled,  administered, or directed as described by laws, processes, policies, regulations, and customers of that organization

Performance appraisal: observing and assessing employee performance,  recording the assessment, and providing feedback

Chapter 10 – Teams  

A TEAM is a small group (ideally 6 to 10 individuals) whose members share a  common purpose, hold themselves individually and collectively responsible for  goals and have complementary skills and agreed-on processes for working  together.  

*shared goals should be stronger than individual goals in a team  Tuckman’s model 

∙ Forming: getting to know each other

∙ Storming: roles, goals, values, vision, task conflict

∙ Norming: belonging, pride, trust, teamwork

∙ Performing: execute

∙ Adjourning: split up  

When a team exceeds expectations, and perform better than other teams in similar  situations is clades a HIGH-PERFORMANCE TEAM (usually formed by 12 members).  

Meyer’s Briggs styles 

Intuition-sensing: abstract concepts vs relay on facts and examples Thinking-feeling: objective, logical, ordered vs relay on emotions, subjective

Introversion- extroversion: energized in isolation vs energized in being  around people

Judging-perceiving: make decisions based on data vs comfortable with  ambiguity and change Conflicts in a team: 

∙ Functional conflict: involves allowing or encouraging differences of  opinions among team members in order to yield better group outcomes  ∙ Dysfunctional conflict: involves aggression, personal attacks, or ways  of expressing differences that undermine group success  

∙ Task Conflict: good conflict, discussion about tasks and different  opinions

∙ Relationship Conflict: bad conflict, when people don’t like other  members of the team  

∙ High Performance Conflict: when members discuss about tasks and  shared goals

*an important aspect to have in teams is RECIPROCAL INTERDEPENDENCE.  It consists on establishing tasks for which each member will work alone and  ultimately come together and merge the work.

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