Lecture 4

Organisational purpose- Stating firmly [blank_start]reason[blank_end] for [blank_start]existence[blank_end] of organisation

Vision statement- This refers to what [blank_start]organisation[blank_end] wishes to become in some [blank_start]years' time[blank_end]

Mission statement- This refers to what [blank_start]business activities[blank_end] that organisation engages in [blank_start]now[blank_end] & in [blank_start]future[blank_end]

Value statement- This refers to organisation's [blank_start]desired culture[blank_end]

Goals can be expressed as ‘[blank_start]future state[blank_end]’ of organisation, describing [blank_start]vision[blank_end] of how organisation aspires to be & to operate at [blank_start]later[blank_end] point in time. Goal system should be [blank_start]consistent[blank_end] & tied to [blank_start]vision statement[blank_end] of organisation

Objectives can be considered as [blank_start]intermediate[blank_end] outcomes towards achieving [blank_start]goals[blank_end]. In comparison with goals, objectives are more [blank_start]specific[blank_end] statements of [blank_start]future[blank_end] purpose that are tied to organisation’s [blank_start]mission statement[blank_end]

Path dependency- Where early [blank_start]events[blank_end] & [blank_start]decisions[blank_end] establish ‘policy paths’ that have [blank_start]lasting[blank_end] effects on subsequent [blank_start]events[blank_end] & [blank_start]decisions[blank_end]

Elements of path dependency & lock in are [blank_start]objects[blank_end], equipment & [blank_start]documents[blank_end], people's [blank_start]today behaviour[blank_end], training & [blank_start]education[blank_end], [blank_start]institutionalised[blank_end] standards, rules, systems & language, [blank_start]value[blank_end] system & [blank_start]technology[blank_end]

One aspect of [blank_start]strategy[blank_end] that path dependency tends to reinforce importance of is [blank_start]comprehensive change[blank_end]. Because of system of [blank_start]reinforcing[blank_end] elements, trying to change one [blank_start]aspect[blank_end] without changing others is likely to [blank_start]fail[blank_end]

Another aspect of [blank_start]strategy[blank_end] that path dependency tends to reinforce importance of is [blank_start]conservatism[blank_end]. It is often not worth [blank_start]costs[blank_end] of changing everything to gain small [blank_start]improvement[blank_end] in performance of one particular [blank_start]element[blank_end]

Third aspect of [blank_start]strategy[blank_end] that path dependency tends to reinforce importance of is [blank_start]path creation[blank_end]. This refers to what managers choose to do at [blank_start]start[blank_end] of an initiative or enterprise which may [blank_start]lock[blank_end] them in on [blank_start]long-term[blank_end] path

Organisational culture- Taken-for-granted [blank_start]assumptions[blank_end] & [blank_start]behaviours[blank_end] that are shared within particular [blank_start]group[blank_end] & help to make sense of organisational [blank_start]context[blank_end]

One aspect of cultural frames of reference is [blank_start]geography[blank_end] (national/regional). Different countries may have different [blank_start]cultures[blank_end]. Such [blank_start]cultures[blank_end] may mean [blank_start]attitudes[blank_end] to work, [blank_start]authority[blank_end], [blank_start]equality[blank_end], ethics & behaviours differ between countries/regions. Subnational [blank_start]cultures[blank_end] may also differ within country

Another aspect of cultural frames of reference is [blank_start]organisational field[blank_end]. This refers to [blank_start]community[blank_end] of organisations that [blank_start]interact[blank_end] more frequently with one another than with those outside field & that have developed [blank_start]shared culture[blank_end]