Universal mission statement chapter 31
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UNIVERSAL MISSION STATEMENT Chapter 31. “ To Improve the Economic Well-being and Quality of Life of All Stake-Holders” Mark Klein Phil Rogers. THREE PARTS. Economic well-being Quality of life All Stake-holders. ECONOMIC WELL-BEING.

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UNIVERSAL MISSION STATEMENT Chapter 31

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UNIVERSAL MISSION STATEMENTChapter 31

“To Improve the Economic Well-being and Quality of Life of All Stake-Holders”

Mark Klein

Phil Rogers


THREE PARTS

  • Economic well-being

  • Quality of life

  • All Stake-holders


ECONOMIC WELL-BEING

  • Organizations are established primarily to serve economic

    purposes

  • Employment provides

    for people’s livelihoods

  • Jobs produce wealth


QUALITY OF LIFE

  • Acceptance and love

  • Challenge and growth

  • Purpose and meaning


QUALITY OF LIFE

  • Fairness and opportunity

  • Life balance


ALL STAKE-HOLDERS

“WHO WILL SUFFER IF THE ENTERPRISE FAILS?”


BENEFITS

  • Ecological balance

  • Short- and long-term

    perspective

  • Professional challenge


BENEFITS

  • Management context

  • Personal sense of

    stewardship


Mihaly Csikszentmihalyi

Today many American corporations spend a great deal of money and time trying to increase the originality of their employees, hoping thereby to get a competitive edge in the marketplace. But such programs make no difference unless management also learns to recognize the valuable ideas among the many novel ones, and then finds ways of implementing them.“

Professor and Former chairman of the Department of Psychology at the University of ChicagoAuthor of Creativity, Flow and the Psychology of Discovery and Invention,Good Business: Leadership, Flow, and the Making of Meaning


PRINCIPLE-CENTERED LEARNING ENVIRONMENTS

Mark Klein

Phil Rogers


Controversy

  • Expectations of society stem from trust issues.

    • Communication processes begin to deteriorate.

      • Siege mentality


Lack of Common Vision

  • Scarcity mentality-few resources

    • This leads to a competitive work environment instead of one with synergy- Insert class wave here.

    • Without common vision the process goes awry.

    • Vision should include improvement


The mission statement

  • The Mission Statemet

    • What is it your life is about?

    • How are you going about it?


Natural Laws of Change

  • “Personal integrity develops strength of character.”

  • Growth in mutual trustworthiness

  • Be proactive and inwardly directed


The Trim-Tab Factor

  • “By making changes in your part of the system and believing that through a process of patience and diligence you begin to have reverberations on other parts of the ecosystem.”

  • Transition figures


Shared Responsibilities


An Ecosystem For Learning

  • Self-Confidence and Self-Esteem

  • Impacting the “Ecosystem”

    • Result: students become more learner driven => the teacher becomes more empowered


Driving vs. Restraining Forces

  • Inside-out approach

  • Create the proper environment

    • Be patient


Implementing

  • The process depends on five prerequisites for success

    • 7 habits

    • Understanding importance of private victories

    • Patience

    • Alignment

    • “Walk the talk”


Questions?

Thanks


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