Resource Management: Vision, Mission, Values and Strategic Management

This report delves into the critical roles of vision, mission, and value statements within an organization's strategic management framework. It explores how these statements guide strategic direction, communicate values to stakeholders, and align employee actions with organizational goals. The report analyzes the interrelationship between these statements, visualizing them as a funnel, with the mission at the broadest end, distilling down to vision and ultimately shaping values. Furthermore, it examines the role of strategic management in defining an organization's identity, developing actionable plans, and understanding the market. The report also provides examples of how large organizations, such as hospitals, incorporate these statements into their operations, with a particular focus on innovation leadership and patient care experiences. The conclusion emphasizes the interconnectedness of these statements in ensuring an organization's focus on its purpose and objectives.

Running head: RESOURCE MANAGEMENT 1
Resource Management
Name:
Institution

RESOURCE MANAGEMENT 2
Introduction
Recent economic uncertainties have made the managers to acknowledge the necessity of
readiness to change and implement their strategy. Also, they should continually monitor and
control both internal and external forces and learn to adopt to the present challenges in the
economy, particularly during times of crisis.
Mission, vision, and value statement are an integral part of strategic management and
they form part of communication with the market since firms present their goals to the
shareholders. In this report, I shall reflect on the roles played by an organization’s vision,
mission, as well as its value statement. Additionally, the relationship that exists between the
three and functions of a company’s strategic management are evaluated. Finally, I shall reflect on
some of the statements that are associated with some large organizations to determine if they are
at per with the organizations’ activities.
Mission, Vision, and Value Statement’s Functions
Organization’s statements are drawn onto the vision, the mission and value statements
since they guide an organization’s strategic direction. The vision elaborates on the desired future
state of an organization. On the other hand, the mission explains the reason and the purpose of
the existence of an organization. The vision gives the guidelines necessary for development
stimulation while at the same time giving the business core (Alfes, Shantz, Truss & Soane,
2013). The mission, explains an organization’s market, identity, and emphasis on technology,
product, and the specific methodology.
Through readings, I have identified three primary roles that are played by the mission and
mission statements. First, they provide a vehicle that can be used to explain to the stakeholders

RESOURCE MANAGEMENT 3
the organization’s values and purpose. The two statements are normally distributed to ensure that
they are understood by the staff (Candemir & Zalluhoğlu, 2013). The more the organization’s
purpose is understood by the employees through the vision and mission, then they can
understand the strategy and implement it. The second role that I found out is that they create a
target that can be used to develop strategies (Vogel & Güttel, 2013). The strategy should define
how the organization would attain its mission and vision. Last, I have noted that mission and
vision statements help in providing a high-level guide to the organization’s goals and objectives.
Breaking the roles down, the mission statement identifies an organization’s activities, the
people it serves, and how it does it. Second, it is the foundation of an organization’s planning.
Third, it specifies the organization’s unique aim and how it is distinct from other firms. Lastly, it
helps in keeping the management on the check to ensure that the primary purpose is attained
(Duarte, Goodson & Dougherty, 2014). The vision statement, on the other hand, identifies the
organization’s future state, describes what the organization is trying to achieve, gives shape to
the organization’s future shape and direction, challenges and stretches the organization’s
capabilities, and expresses the firm’s intention and philosophy.
Last, the value statement helps in guiding the organization’s perspective and its actions.
Organization’s values are laid down to assist in defining its beliefs and culture. Once the
organization’s members get subscribed to the set values, such organizations appear united when
dealing with certain issues (Kianto, Ritala, Spender & Vanhala, 2014). The value statement’s
basic role is assisting an organization to confront issues and problems. It lists the ethics and
principles that must be adhered to in an organization. An organization is assisted by the value
statement to determine what is right and what is wrong. Thus, the members act in a particular
manner by making use of the values as a guide. Generally, the value statement helps in

RESOURCE MANAGEMENT 4
prescribing acceptable behavior, defines organization’s culture, remind the employees of the
organizations’ primary competencies, make the employees happy for being associated with a
firm, and expresses acceptable conduct’s basic rules.
The nexus between Mission, Vision, and Value Statement
To understand the relationship that exists between the vision, mission, and value
statements, I had to visualize the three of them collectively as a funnel. You find the mission’s
inputs at the broadest part of the funnel. Towards the narrowest part is where the vision
statement is found, and it distills down the mission in a manner that can assist in guiding the
development of the values (Lee, Barker & Mouasher, 2013). The value statement is found on the
narrowest end and it explains what the organization must do and what not to do to attain its
mission. Additionally, the vision statement creates a bridge between the mission and the value
statements. Hence, a vision statement should ensure that there is the spirit of continuous
development and improvement.
Strategic Management’s Role
Through research, I have learned that strategic management within an organization is
both visionary and practical. First I have learned that strategic management helps in defining an
organization’s identity regarding the unique capabilities that it brings to the market and the role it
will play within the competitive market (Mirvis, Googins & Kinnicutt, 2013). Second, the
strategic management develops a big picture entailing practical actions required in translating a
firm’s vision into reality. Third, the strategic management helps in creating goals that are
quantifiable and actionable and communicates these goals to the employees. Additionally,
strategic statement helps an organization to understand the market for the products that it

RESOURCE MANAGEMENT 5
produces as well as its services. It assists the organization to develop a plan that can be used to
reach various groups of potential clients.
Statements Associated with Large Organizations
I conducted a research on some of the big organizations as I shall illustrate to identify if
their relevant statements reflect on the organization’s activities. First, I conducted my research
on the hospitals and other health systems. Their statements indicate that they should continuously
rely on innovation to improve patient outcomes while at the same time dealing with cost and
regulatory constraints (Renwick, Redman & Maguire, 2013). For example, the 15 Baldrige
winners have this innovation statement reflected in their activities. The organization engages in
Innovation leadership through the incorporation of innovation into their mission, vision, and
value statements. They have include innovation’s strategic planning through the inclusion of
innovation initiatives in their strategic goals and action plans as well as soliciting the
involvement of stakeholders in innovation (Trigeorgis & Reuer, 2017). Additionally, they have
integrated innovation with efforts to improve performance and harness human resources.
Leaders in Magnet[R] organizations should always seek opportunities aimed at
improving patients’ outcomes and the processes that are associated with delivering patient care
that is high-quality and safe. I conducted my research on Exeter Hospital to find out if the
outstanding patient care statement was reflected in their activities (Richards & Mellott, 2014).
By so doing, I found that the firm has incorporated patient care experience in their mission,
vision, and value statements. To ensure that they improve patient care, Exeter Hospital has
introduced many evidence-based initiatives that are tailored to provide the employees with the
tools needed in delivering exceptional experiences. Over a four-year period, Exeter introduced

RESOURCE MANAGEMENT 6
four concepts aimed at improving customer experience. They include the concept of service
communication, TeamSTEPPSacents, relationship-based care, and lean thinking.
Conclusion
This study has helped me understand that the mission, vision, and value statements are all
related to the aspirations and purpose of an organization. Usually, all these statements are
communicated in the form of a brief written statement. The mission statements elaborate on the
reason an organization is in existence and how it plans to serve its stakeholders. However, the
vision statement is narrower and is future-oriented. The value statement defines what an
organization should do and what not to do. Together, they all ensure that the organization keeps
track of its purpose and objectives.

RESOURCE MANAGEMENT 7
References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human
resource management practices, engagement and employee behaviour: a moderated
mediation model. The international journal of human resource management, 24(2), 330-
351.
Candemir, A., & Zalluhoğlu, A. E. (2013). Exploring the Innovativeness and Market Orientation
through Mission and Vision Statements: The Case of Istanbul Stock Exchange
Companies. Procedia-Social and Behavioral Sciences, 99, 619-628.
Duarte, N. T., Goodson, J. R., & Dougherty, T. M. P. (2014). Managing innovation in hospitals
and health systems: Lessons from the Malcolm Baldrige National Quality Award
Winners. International Journal of Healthcare Management, 7(1), 21-34.
Kianto, A., Ritala, P., Spender, J. C., & Vanhala, M. (2014). The interaction of intellectual
capital assets and knowledge management practices in organizational value
creation. Journal of Intellectual capital, 15(3), 362-375.
Lee, K. H., Barker, M., & Mouasher, A. (2013). Is it even espoused? An exploratory study of
commitment to sustainability as evidenced in vision, mission, and graduate attribute
statements in Australian universities. Journal of Cleaner Production, 48, 20-28.
Mirvis, P., Googins, B., & Kinnicutt, S. (2013). Vision, mission, values. Organizational
Dynamics, 39(4), 316.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A
review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

RESOURCE MANAGEMENT 8
Richards, K., & Mellott, J. (2014). Great Expectations: Linking Vision to Everyday Work. Nurse
Leader, 12(3), 67-70.
Trigeorgis, L., & Reuer, J. J. (2017). Real options theory in strategic management. Strategic
Management Journal, 38(1), 42-63.
Vogel, R., & Güttel, W. H. (2013). The dynamic capability view in strategic management: A
bibliometric review. International Journal of Management Reviews, 15(4), 426-446.