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**files (4)** – ## BENCHMARK-VALUES.docx – ## characteristicsgoodvisionstatement.pdf – ## characteristicsgoodmissionstatement.pdf – Rubric-MissionVisionandValuesAnalysis.pdf **## BENCHMARK-VALUES.docx** BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT Identify the **UnitedHealth Group mission, …
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**files (4)**
– ## BENCHMARK-VALUES.docx
– ## characteristicsgoodvisionstatement.pdf
– ## characteristicsgoodmissionstatement.pdf
– Rubric-MissionVisionandValuesAnalysis.pdf
**## BENCHMARK-VALUES.docx**
BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT
Identify the
**UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
**PLEASE REVIEW** and
**use**.
Here is the reference:
Moseley III, G. B. (2018).
_Managing health care business strategy_(2nd ed.)
_._ Jones and Bartlett Learning. ISBN-13: 9781284081107
Write a paper
**(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:
1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.
2. State the mission and vision of the selected organization.
3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.
4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.
5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.
6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.
7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.
**Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**
**## characteristicsgoodvisionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Vision Statement
To perform its function of propelling the organization
toward an identified point in the future, the vision
statement should have certain qualities.
A vision could be viewed as a kind of “dream” that
motivates and drives the organization. It is definitely
different from what the organization has now and
appears to be a significant improvement. The difference
between the current reality described in the mission
statement and the idealized future described in the
vision statement represents a significant stretch for the
organization. The vision is bold and there is some
uncertainty about whether it can be achieved.
However, the vision statement is grounded in reality and
it is possible. It reflects a solid understanding of the
organization’s resources and competencies, in the
context of the opportunities and threats that exist in the
external environment.
It will be challenging for employees to accomplish the
vision. They will have to develop new abilities, dedicate
themselves passionately to the effort, and perform at
their very highest levels. A truly shared vision gets
employees excited, makes them feel proud to be part of
the organization that is pursuing it. They want to tell
their friends what they are doing.
All the firm’s stakeholders find something appealing
about the vision, an aspect of it that serves their
interests. It is flexible and adaptable enough to allow
managers and employees to display individual initiative
in pursuing it. It is capable of being communicated to all
interested parties.
2089255 – Jones & Bartlett Learning ©
Guidelines for Describing an Organization’s
Vision
A few other maxims will enhance the effectiveness of the
vision:
It is stated in clear language comprehensible to all
stakeholders.
It describes a future that is unique to the organization
and especially appealing to its stakeholders, particularly
its customers.
It sets a specific chronological time deadline for its
realization.
It describes a vivid, compelling picture of the
organization’s future that excites its employees, inspiring
them to desire it and make it happen.
It incorporates features that are, if not quantitatively
measurable, so concrete and objective that there will be
no mistaking when the vision has been reached.
It is realistic and achievable, yet stretches the
organization, asking its people to accomplish more than
perhaps they think they can.
It builds on and grows out of the mission.
Like the mission, it is concise and memorable.
**## characteristicsgoodmissionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Mission Statement
A good mission statement has the following characteristics:
It should be short, about 200 to 300 words, definitely no
more than a single page. Drafting a concise mission
statement can pose a challenge for many executive
teams that are inclined to describe at length the premise
of the organization.
It should be memorable (one reason for the brevity). Key
stakeholders, certainly the managers and employees,
should be able to remember it, almost verbatim, and
explain it to someone else without hesitating.
It should be stated in broad enough terms to allow for
the generation and consideration of feasible alternative
objectives and strategies without unduly stifling
management creativity. The generality of language gives
the firm flexibility in adapting to changing external
environments and internal operations.
It should be expansive in a way that reconciles
differences among, and still appeals to, an organization’s
diverse stakeholders (employees, managers,
shareholders, board of directors, customers, suppliers,
distributors, creditors, government regulators and
payers, labor unions, competitors, public interest
groups, community groups, media, and the general
public). All stakeholders’ claims on an organization
cannot be satisfied with equal emphasis. A good mission
statement indicates the relative attention that an
organization will give to the interests of different
stakeholders.
It suggests where managers should be looking for future
opportunity and steers them away from other areas. It
provides a basis for generating and screening strategic
options, and selecting specific strategies to implement.
2089255 – Jones & Bartlett Learning ©
It highlights the points of differentiation with other
businesses, particularly competitors, and sets forth the
basis for the firm’s competitive advantage.
It arouses positive feelings and emotions about the
organization and an individual’s role within it. It attracts
and deters potential staff. It gives the impression that
the firm is successful, knows what it is doing, is
professionally managed, has direction, and is worthy of
time, support, and investment.
It is communicated to, understood by, and embraced by
all members of the organization.
It is more pragmatic, with a more immediate purpose,
than a vision statement.
The faster the external environment is changing, the more
frequently the mission should be reviewed. A successful
organization will inevitably outgrow its original mission. As
time passes and its operations expand, the organization will
develop new competencies and a more perceptive view of
available opportunities. Mission changes will seem to make
sense.
Even if they are not overly concerned about their social
obligations, for-profit corporate executives still have to
reconcile an inevitable duality in their missions. One
mission is to maximize the return to the owners of the
business, the shareholders, on the investments that they
have made in the business.
1 Drucker PF. The Theory of Business. Harvard Business Review.
September–October 1994.
The other mission concerns the substance of the
organization’s operations—the products and services that it
creates and the customers to whom it offers them. Many,
perhaps most, for-profit business shareholders do not care
2089255 – Jones & Bartlett Learning ©
about the substantive mission of the organizations in which
they invest. Tobacco companies have never lacked for
shareholders—as long as their financial performance has
been above average. It is true that some
**Rubric-MissionVisionandValuesAnalysis.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)
**Rubric-MissionVisionandValuesAnalysis.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)
**## BENCHMARK-VALUES.docx**
BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT
Identify the
**UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
**PLEASE REVIEW** and
**use**.
Here is the reference:
Moseley III, G. B. (2018).
_Managing health care business strategy_(2nd ed.)
_._ Jones and Bartlett Learning. ISBN-13: 9781284081107
Write a paper
**(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:
1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.
2. State the mission and vision of the selected organization.
3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.
4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.
5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.
6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.
7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.
**Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**
**## characteristicsgoodvisionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Vision Statement
To perform its function of propelling the organization
toward an identified point in the future, the vision
statement should have certain qualities.
A vision could be viewed as a kind of “dream” that
motivates and drives the organization. It is definitely
different from what the organization has now and
appears to be a significant improvement. The difference
between the current reality described in the mission
statement and the idealized future described in the
vision statement represents a significant stretch for the
organization. The vision is bold and there is some
uncertainty about whether it can be achieved.
However, the vision statement is grounded in reality and
it is possible. It reflects a solid understanding of the
organization’s resources and competencies, in the
context of the opportunities and threats that exist in the
external environment.
It will be challenging for employees to accomplish the
vision. They will have to develop new abilities, dedicate
themselves passionately to the effort, and perform at
their very highest levels. A truly shared vision gets
employees excited, makes them feel proud to be part of
the organization that is pursuing it. They want to tell
their friends what they are doing.
All the firm’s stakeholders find something appealing
about the vision, an aspect of it that serves their
interests. It is flexible and adaptable enough to allow
managers and employees to display individual initiative
in pursuing it. It is capable of being communicated to all
interested parties.
2089255 – Jones & Bartlett Learning ©
Guidelines for Describing an Organization’s
Vision
A few other maxims will enhance the effectiveness of the
vision:
It is stated in clear language comprehensible to all
stakeholders.
It describes a future that is unique to the organization
and especially appealing to its stakeholders, particularly
its customers.
It sets a specific chronological time deadline for its
realization.
It describes a vivid, compelling picture of the
organization’s future that excites its employees, inspiring
them to desire it and make it happen.
It incorporates features that are, if not quantitatively
measurable, so concrete and objective that there will be
no mistaking when the vision has been reached.
It is realistic and achievable, yet stretches the
organization, asking its people to accomplish more than
perhaps they think they can.
It builds on and grows out of the mission.
Like the mission, it is concise and memorable.
**## characteristicsgoodmissionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Mission Statement
A good mission statement has the following characteristics:
It should be short, about 200 to 300 words, definitely no
more than a single page. Drafting a concise mission
statement can pose a challenge for many executive
teams that are inclined to describe at length the premise
of the organization.
It should be memorable (one reason for the brevity). Key
stakeholders, certainly the managers and employees,
should be able to remember it, almost verbatim, and
explain it to someone else without hesitating.
It should be stated in broad enough terms to allow for
the generation and consideration of feasible alternative
objectives and strategies without unduly stifling
management creativity. The generality of language gives
the firm flexibility in adapting to changing external
environments and internal operations.
It should be expansive in a way that reconciles
differences among, and still appeals to, an organization’s
diverse stakeholders (employees, managers,
shareholders, board of directors, customers, suppliers,
distributors, creditors, government regulators and
payers, labor unions, competitors, public interest
groups, community groups, media, and the general
public). All stakeholders’ claims on an organization
cannot be satisfied with equal emphasis. A good mission
statement indicates the relative attention that an
organization will give to the interests of different
stakeholders.
It suggests where managers should be looking for future
opportunity and steers them away from other areas. It
provides a basis for generating and screening strategic
options, and selecting specific strategies to implement.
2089255 – Jones & Bartlett Learning ©
It highlights the points of differentiation with other
businesses, particularly competitors, and sets forth the
basis for the firm’s competitive advantage.
It arouses positive feelings and emotions about the
organization and an individual’s role within it. It attracts
and deters potential staff. It gives the impression that
the firm is successful, knows what it is doing, is
professionally managed, has direction, and is worthy of
time, support, and investment.
It is communicated to, understood by, and embraced by
all members of the organization.
It is more pragmatic, with a more immediate purpose,
than a vision statement.
The faster the external environment is changing, the more
frequently the mission should be reviewed. A successful
organization will inevitably outgrow its original mission. As
time passes and its operations expand, the organization will
develop new competencies and a more perceptive view of
available opportunities. Mission changes will seem to make
sense.
Even if they are not overly concerned about their social
obligations, for-profit corporate executives still have to
reconcile an inevitable duality in their missions. One
mission is to maximize the return to the owners of the
business, the shareholders, on the investments that they
have made in the business.
1 Drucker PF. The Theory of Business. Harvard Business Review.
September–October 1994.
The other mission concerns the substance of the
organization’s operations—the products and services that it
creates and the customers to whom it offers them. Many,
perhaps most, for-profit business shareholders do not care
2089255 – Jones & Bartlett Learning ©
about the substantive mission of the organizations in which
they invest. Tobacco companies have never lacked for
shareholders—as long as their financial performance has
been above average. It is true that some
**Rubric-MissionVisionandValuesAnalysis.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)
**## BENCHMARK-VALUES.docx**
BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT
Identify the
**UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
**PLEASE REVIEW** and
**use**.
Here is the reference:
Moseley III, G. B. (2018).
_Managing health care business strategy_(2nd ed.)
_._ Jones and Bartlett Learning. ISBN-13: 9781284081107
Write a paper
**(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:
1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.
2. State the mission and vision of the selected organization.
3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.
4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.
5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.
6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.
7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.
**Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**
**## characteristicsgoodvisionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Vision Statement
To perform its function of propelling the organization
toward an identified point in the future, the vision
statement should have certain qualities.
A vision could be viewed as a kind of “dream” that
motivates and drives the organization. It is definitely
different from what the organization has now and
appears to be a significant improvement. The difference
between the current reality described in the mission
statement and the idealized future described in the
vision statement represents a significant stretch for the
organization. The vision is bold and there is some
uncertainty about whether it can be achieved.
However, the vision statement is grounded in reality and
it is possible. It reflects a solid understanding of the
organization’s resources and competencies, in the
context of the opportunities and threats that exist in the
external environment.
It will be challenging for employees to accomplish the
vision. They will have to develop new abilities, dedicate
themselves passionately to the effort, and perform at
their very highest levels. A truly shared vision gets
employees excited, makes them feel proud to be part of
the organization that is pursuing it. They want to tell
their friends what they are doing.
All the firm’s stakeholders find something appealing
about the vision, an aspect of it that serves their
interests. It is flexible and adaptable enough to allow
managers and employees to display individual initiative
in pursuing it. It is capable of being communicated to all
interested parties.
2089255 – Jones & Bartlett Learning ©
Guidelines for Describing an Organization’s
Vision
A few other maxims will enhance the effectiveness of the
vision:
It is stated in clear language comprehensible to all
stakeholders.
It describes a future that is unique to the organization
and especially appealing to its stakeholders, particularly
its customers.
It sets a specific chronological time deadline for its
realization.
It describes a vivid, compelling picture of the
organization’s future that excites its employees, inspiring
them to desire it and make it happen.
It incorporates features that are, if not quantitatively
measurable, so concrete and objective that there will be
no mistaking when the vision has been reached.
It is realistic and achievable, yet stretches the
organization, asking its people to accomplish more than
perhaps they think they can.
It builds on and grows out of the mission.
Like the mission, it is concise and memorable.
**## characteristicsgoodmissionstatement.pdf**
2089255 – Jones & Bartlett Learning ©
Characteristics of a Good Mission Statement
A good mission statement has the following characteristics:
It should be short, about 200 to 300 words, definitely no
more than a single page. Drafting a concise mission
statement can pose a challenge for many executive
teams that are inclined to describe at length the premise
of the organization.
It should be memorable (one reason for the brevity). Key
stakeholders, certainly the managers and employees,
should be able to remember it, almost verbatim, and
explain it to someone else without hesitating.
It should be stated in broad enough terms to allow for
the generation and consideration of feasible alternative
objectives and strategies without unduly stifling
management creativity. The generality of language gives
the firm flexibility in adapting to changing external
environments and internal operations.
It should be expansive in a way that reconciles
differences among, and still appeals to, an organization’s
diverse stakeholders (employees, managers,
shareholders, board of directors, customers, suppliers,
distributors, creditors, government regulators and
payers, labor unions, competitors, public interest
groups, community groups, media, and the general
public). All stakeholders’ claims on an organization
cannot be satisfied with equal emphasis. A good mission
statement indicates the relative attention that an
organization will give to the interests of different
stakeholders.
It suggests where managers should be looking for future
opportunity and steers them away from other areas. It
provides a basis for generating and screening strategic
options, and selecting specific strategies to implement.
2089255 – Jones & Bartlett Learning ©
It highlights the points of differentiation with other
businesses, particularly competitors, and sets forth the
basis for the firm’s competitive advantage.
It arouses positive feelings and emotions about the
organization and an individual’s role within it. It attracts
and deters potential staff. It gives the impression that
the firm is successful, knows what it is doing, is
professionally managed, has direction, and is worthy of
time, support, and investment.
It is communicated to, understood by, and embraced by
all members of the organization.
It is more pragmatic, with a more immediate purpose,
than a vision statement.
The faster the external environment is changing, the more
frequently the mission should be reviewed. A successful
organization will inevitably outgrow its original mission. As
time passes and its operations expand, the organization will
develop new competencies and a more perceptive view of
available opportunities. Mission changes will seem to make
sense.
Even if they are not overly concerned about their social
obligations, for-profit corporate executives still have to
reconcile an inevitable duality in their missions. One
mission is to maximize the return to the owners of the
business, the shareholders, on the investments that they
have made in the business.
1 Drucker PF. The Theory of Business. Harvard Business Review.
September–October 1994.
The other mission concerns the substance of the
organization’s operations—the products and services that it
creates and the customers to whom it offers them. Many,
perhaps most, for-profit business shareholders do not care
2089255 – Jones & Bartlett Learning ©
about the substantive mission of the organizations in which
they invest. Tobacco companies have never lacked for
shareholders—as long as their financial performance has
been above average. It is true that some
**Rubric-MissionVisionandValuesAnalysis.pdf**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)