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HCA 822 TOPIC 2 Discussion Question Two

HCA 822 TOPIC 2 Discussion Question Two


What are the most critical steps a leader can take to create a culture of shared mission, vision, and core values in a health care organization? Why?

The vision, mission, and values statements guide the behaviors of people in the organization. But when the statements are not supported, people have no guidance. Do you think Mozilo and Sambol supported the stated mission of Countrywide? Do you think people in Countrywide were guided by the mission? If people in the firm were guided by the mission, they could have corrected even the CEO. Then Countrywide might have avoided disaster. Let’s explore the roles of the mission, vision, and values statements in an organization.

The Vision Statement


vision statement is a statement of an organization’s overarching aspirations of what it hopes to achieve or to become. Here are some examples of vision statements:

  • Disney: To make people happy
  • IKEA: To create a better everyday life for the many people
  • Microsoft: Empower every person and every organization on the planet to achieve more
    HCA 822 TOPIC 2 Discussion Question Two

    HCA 822 TOPIC 2 Discussion Question Two

  • Avon: To be the company that best understands and satisfies the product, service and self-fulfillment needs of women—globally
  • Sony Corporation: To be a company that inspires and fulfills your curiosity[1]

The vision statement does not provide specific targets. Notice that each of the above examples could apply to many different organizations. Instead, the vision is a broad description of the value an organization provides. It is a visual image of what the organization is trying to produce or become. It should inspire people and motivate them to want to be part of and contribute to the organization. Vision statements should be clear and concise, usually not longer than a short paragraph.

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The Mission Statement

The vision statement and mission statement are often confused, and many companies use the terms interchangeably. However, they each have a different purpose. The vision statement describes where the organization wants to be in the future; the mission statement describes what the organization needs to do now to achieve the vision. The vision and mission statements must support each other, but the mission statement is more specific. It defines how the organization will be different from other organizations in its industry. Here are examples of mission statements from successful businesses:

  • Life is Good: To spread the power of optimism
  • Patagonia: Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis
  • Invisible Children: To end violence and exploitation facing our world’s most isolated and vulnerable communities
  • Honest Tea: To create and promote great-tasting, healthy, organic beverages
  • Jet Blue Airways: To inspire humanity–both in the air and on the ground
  • Tesla: To accelerate the world’s transition to sustainable energy[2]

Notice that each of these examples indicates where the organization will compete (what industry it is in) and how it will compete (what it will do to be different from other organizations). The mission statement conveys to stakeholders why the organization exists. It explains how it creates value for the market or the larger community.

Because it is more specific, the mission statement is more actionable than the vision statement. The mission statement leads to strategic goals. Strategic goals are the broad goals the organization will try to achieve. By describing why the organization exists, and where and how it will compete, the mission statement allows leaders to define a coherent set of goals that fit together to support the mission.

The Values Statement

The values statement, also called the code of ethics, differs from both the vision and mission statements. The vision and mission state where the organization is going (vision) and what it will do to get there (mission). They direct the efforts of people in the organization toward common goals. The values statement defines what the organization believes in and how people in the organization are expected to behave—with each other, with customers and suppliers, and with other stakeholders. It provides a moral direction for the organization that guides decision making and establishes a standard for assessing actions. It also provides a standard for employees to judge violations.

However, managers cannot just create a values statement and expect it to be followed. For a values statement to be effective, it must be reinforced at all levels of the organization and must be used to guide attitudes and actions. Organizations with strong values follow their values even when it may be easier not to. Levi Strauss & Co is an excellent example of a company that is driven by its values.

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