Managing mission
is about creating an organisation's superior ideal that stimulates and inspires a personal sense of mission among its stakeholders (Campbell and Young, 1991) towards achieving the organisation goals, and alongside, its strategy and its purposes. This superior ideal, if elaborated above the individual aims of the organisation stakeholder groups can act as a unifying force that brings together the different perspectives of its different stakeholders.
It can serve as agglutinating agent that can help stakeholders to perceive and interpret events in a similar way and resolve conflicts among different stakeholder groups achieving their commitment to a common superior ideal after personal identification with the aims and purposes .
Unifying views, aims and objectives, sense of purpose, human fulfilment increasing motivation and personal reward
The need to define the purpose of the enterprise is at the heart of strategy. It is then necessary to turn ideas into sustained action through the imagination and energy of people at all levels in the organisation. Purpose cannot be defined solely in terms of financial targets ? few employees rush into work each day eager to make money for shareholders. Strategy must be made more immediate and more tangible to people's everyday working lives. culture, values and commitment.
Bill Gates (founder of Microsoft of the USA), for instance, do not base strategy on today's but on a belief that they can create new resources faster than competitors.
key resources and capabilities are based in people. In businesses like these, it is difficult to build sustainable long-term advantage without some claim to the loyalty of those skilled individuals.
in many NFP organisations, where individual pay levels ...