Dr. Mohamed Seyam PhD. PT.
Assistant professor od physical therapy
Responsibility for Vision, Mission, and Goals
 Visions should challenge the performance and ideas of
stakeholders.
 A vision leads employees (and entrepreneurs) to
 Commit to the organization because the vision energizes
them.
 Develop a sense of the meaning of their work as part of a
bigger whole.
 Strive to achieve a standard of excellence that stimulates
improvement.
 Eg: To be the physical therapy provider of choice in
Majmaah city, Riyadh
vision
 without a vision and overriding goals to strive for, it
would be difficult for either organization to
accomplish its business goals.
 An unshared vision is problematic, but no vision at all
may prove disastrous to an organization.
The Vision Statement Checklist
 Clear, vivid picture of the future of the organization
✦ Challenging
✦ Hopeful
✦ Memorable
✦ Realistic
✦ Achievable
✦ Guides the long-term action plan
CRITIQUE OF VISIONS
Using the characteristics in Sidebar 5.1, improve upon the vision statements of
McHale and Associates Physical Therapy and New Jersey Pediatric
Rehabilitation Services:
McHale: “To be the physical therapy provider of choice in Jones
City, Alabama.”
New Jersey: “To serve all children with special needs in New
Jersey.”
2. Compare the organization cultures that might be expected in these two
practices. What would it be like to be employed in each one?
3. Find the vision of a physical therapy practice or other health-care organization
you would like to know more about. What does its vision statement tell you
about the organization? Does it meet the characteristics expected of a vision?
Does the vision meet your professional expectations for an employer?
4. In small groups, compare and contrast vision statements.
Mission Statements
 A mission statement provides a current path to realize
the future that is presented in the vision of an
organization.
 Like its vision, an organization’s mission statement
also becomes a source of power for an organization
because it enables its sense of purpose.
 The mission statement clarifies its legal role,
expectations of its stakeholders, and, perhaps most
importantly, its moral duty—what it ought to be doing.
How is it written
 Majmaah PT centre’ Mission Statement
 Majmaah PT centre are board-certified physical
therapists who provide the highest quality care to
prevent and rehabilitate the movement disorders of
people of all ages in Majmaah City. Our individualized,
hands-on approach to improving the quality of life of
our patients is available at times most convenient for
them in our modern, state-of-the-art facility. We believe
our patients are at the center of our efforts as we
consult with other health-care professionals to
coordinate a comprehensive plan for their health.
What does the statement tell you
 A mission statement written with input from its
stakeholders assures the inclusion of the values and
beliefs of all constituents.
 Should hold a board-certified specialization
 Need to be flexible in their work hours.
 Comfortable with one-on-one contemporary patient
care.
The Mission Statement Checklist
 Clear statement of purpose and priorities
 Reflects values or beliefs (culture) of the organization
 Presents the unique attributes of the organization
 Infers the roles of stakeholders in the organization
 Generates commitment to and pride in the
organization
 Consistent with legal and corporate requirements (if
applicable) of the organization
Value Statements
 Value statements often begin with “we believe. . .”, or
“we are committed to. . .”, or simply “we value. . .”.
 All organizations have values that drive its culture.
 The values statement typically identifies the four to six
most important values.
Values
✦ Access
✦ Accountability
✦ Diversity
✦ Education
✦ Financial success
✦ Honesty
✦ Innovation
✦ Productivity
✦ Quality care
✦ Respect
✦ Teamwork
✦ Work/home balance
Goal Setting
 The goals, or results desired, for the organization are
equally powerful and important in planning and
implementing a new practice or new component of an
organization.
 Organizational goals are also a means for controlling,
coordinating, and evaluating work performance.
General rules for goals
 Goals must be phrased in terms of outcomes
 Goals must be measurable
 Goals must challenging but realistic
 Goals must be communicated
Goals ( SMART)
✦ Specific
✦ Measurable
✦ Action-oriented
✦ Realistic
✦ Time bound
Goals
 Three types of goals that apply to any strategic planning.
 Horizon goals— broad and less specific goals that are to
be met over the course of the overall planning time span of
years.
 Near-term goals—also called short-term goals, with
results or accomplishments expected in the next operating
cycle, typically 1 year. They serve as progress points toward
horizon goals.
 Target goals— very short-term and specific to time and
measurement. They generate action that can be accomplished
in days or weeks. Targets goals need to be checked regularly to
determine if they remain consistent with near term and
horizon goals.