Vision/Mission Statement &
Resource Management
Learning Outcomes
(Vision, Mission, Philosophy, Goals & Objectives)
Students are able to:
Distinguish between the meaning of vision and
mission statements
Identify the process of developing the vision and
mission statements of an organization
Appreciate the importance of vision and mission
towards achieving the goals of an organization
Identify references for developing the statements
Aligning vision, mission, goals and objectives of an
organization
From Here to There
Vision statement
Mission statement
Principles/philosophy
Goals
Objectives
Vision Statement
A vision statement guides the organization to a
better world
A vision statement must:
conform to the area of responsibility of the
organization
confine itself to education
deal with something everyone concerned with
the organization would like to see in the future
A vision provides more than a picture of the
organization’s future
It is a critical ingredient for change
It represents a global, continual purpose for the
organization
It electrifies and invigorates
It is the ultimate standard toward which all
progress is measured
Its structure is less important than its effect on
the values and behaviors of every member of the
organization
Criteria for a great vision
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Brief and memorable
Inspiring and challenging
Descriptive of the ideal
Appealing to employee, customers and
stakeholders
Descriptive of future service levels
Idealistic, standing above the
commonplace
Enduring
Vision Statement:
MOE, UPM & Faculty of Educational Studies
The Vision of Ministry of Education is Ideal
school generates glorious generation (Sekolah
unggul penjana generasi terbilang)
The Vision of UPM is to become a university
of international repute (Menjadi universiti
bereputasi antarabangsa)
The Vision of the Faculty of Educational
Studies is to become a world class teaching
and research centre in the field of education
and human resource development.
Famous Examples of Vision Statements
McDonalds
McDonald's vision is to be the world's best quick service
restaurant experience. Being the best means providing
outstanding quality, service, cleanliness, and value, so that
we make every customer in every restaurant smile.
General Motors
GM’s vision is to be the world leader in transportation
products and related services. We will earn our customers’
enthusiasm through continuous improvement driven by the
integrity, teamwork, and innovation
of GM people.
Ikea
Affordable solutions for better living
Amazon
Our vision is to be earth's most customer centric company;
to build a place where people can come to find and
discover anything they might want to buy online.
Colgate-palmolive
As we plan our strategies to sustain growth for the years to
come, our core values of Caring, Global Teamwork
and Continuous Improvement will continue to drive our
future initiatives.
Developing a School Vision: Lessons from
Nominated Transformative Principals
Brad W. Kose New York (2008)
Transformative leadership: concerned with issues of
1.
2.
3.
4.
5.
6.
equity, diversity, social justice and oppression
How principals develop helped develop their
school’s vision?
Developing a vision
Provide a vision rationale
Provide multiple participation opportunities
Engender transformative discussion
Vision development with school staff
Vision development with school staff and
community
Vision statement dimensions (content):
Specific, clear priorities
Emphasis on student learning
Using transformative language:
Five categories: Equity/inclusion, affirming
diversity, responsible citizenship, learning for
diversity, social justice/anti-oppressive
learning
Mission statement
Where a vision statement points the organization
to the future, the mission statement explains
what the organization is all about
A mission statement identifies what, and for
whom, agencies, programs or subprograms do
The mission statement must answer the twin
questions of;
Why the organization was formed?
What it is supposed to do?
Mission: A brief, comprehensive statement of
purpose of an agency, program or subprogram
When writing a mission statement, consideration
should be given to the following:
Who we are?
What do we do?
For whom do we do?
Why do we do it?
Why are public resources devoted to this effort?
Three Basic Questions
What are the opportunities or needs the
organization address?
What does the organization do to address
those needs?
What principles and values guide the
organization?
Mission Statement Criteria
Identify the overall purpose for the existence of the agency
(statute, rules, executive order etc)
Identify the basic needs or distinct problems that the
agency is designed to address
Identify clients, customers (both internal and external) of an
agency
Help identify customer and stakeholders
expectations/requirements/services/products provided to
meet these requirements, processes and resources used
to satisfy these requirements
Lead to the development of performance measures that
reflect customer and stakeholder requirements
Defining the Mission Statement
Identify the original purpose of the agency
Why does the agency exist?
What are the mandates?
What functions, products/services are or should be,
provided?
Reflect the customer and stakeholder base in the
statement
Use the customer/stakeholder identification completed
during the SWOT
Identify current needs or distinct problems
How do current expectations differ from the original
purpose of the agency?
What are the primary needs/problems that have to be
addressed?
Review and revise existing mission statements
and draft new statement as appropriate, based
upon the previous question
Has the mission changed? (through legislation)
Are the missions clearly understood by
employees, customers and clients?
Applying SWOT
Reviewing internal strengths and weaknesses
Identifying external opportunities and threats
Mission Statements of
World Class Business Schools
Harvard University:
We educate leaders who make a difference in the
world
Stanford University:
Our mission is to create ideas that deepen and
advance our understanding of management and with
those ideas to develop innovative, principled, and
insightful leaders who change the world
University of Pennsylvania:
Prepare business leaders to fuel the growth of
industries and economies on a global scale
University of Chicago:
Transform students into confident, effective,
respected business leaders prepared to face the
toughest challenges
University of California:
Offers a superb management education to
outstanding men and women from around the world
Columbia University:
Pioneer active learning, entrepreneurial training and
bridge research and practice
Mission Statements of
Well-known Companies
Wal-Mart:
To give ordinary folk the chance to buy the
same thing as rich people
3M
To solve unsolved problems innovatively
Walt Disney
To make people happy
Apple Computer
To produce high-quality, low cost, easy to use products that
incorporate high technology for the individual. We are
proving that high technology does not have to be
intimidating for noncomputer experts."
Microsoft
At Microsoft, we work to help people and businesses
throughout the world realize their full potential.
Google
To make the world's information universally accessible and
useful
Facebook
To give people the power to share and make the
world more open and connected
Pizza Hut
We take pride in making a perfect pizza and providing
courteous and helpful service on time, all the time. Every
customer says, "I'll be back!
Toyota
To sustain profitable growth by providing the best
customer experience and dealer support.
Ikea
Ikea's mission is to offer a wide range of home furnishing
items of good design and function, excellent quality and
durability, at prices so low that the majority of people can
afford to buy them
Starbucks
Establish Starbucks as the premier purveyor of the finest coffee in the
world while maintaining our uncompromising principles as we grow. The
following six guiding principles will help us measure the appropriateness
of our decisions:
Provide a great work environment and treat each other with respect and
dignity.
Embrace diversity as an essential component in the way we do business.
Apply the highest standards of excellence to the purchasing, roasting and
fresh delivery of our coffee.
Develop enthusiastically satisfied customers all of the time.
Contribute positively to our communities and our environment.
Recognize that profitability is essential to our future success.
Coca Cola
Everything we do is inspired by our enduring
mission:
To Refresh the World... in body, mind, and spirit.
To Inspire Moments of Optimism... through our
brands and our actions.
To Create Value and Make a Difference...
everywhere we engage.
Faculty of Educational Studies
University Putra Malaysia
Mission Statement
To become a pioneering centre for knowledge
and learning that contributes to the
advancement of humankind in the field of
education and human resource development.
Menerajui penerokaan ilmu dan kemahiran
yang menyumbang kepada kemajuan dalam
bidang pendidikan dan pembangunan sumber
manusia.
UPM Mission Statement
To make meaningful contributions towards
wealth creation, nation building and universal
human advancement through the exploration
and dissemination of knowledge
Memberikan sumbangan bermakna kepada
pembentukan kekayaan dan pembangunan
negara serta kemajuan manusia sejagat
menerusi penerokaan dan penyebaran ilmu.
Mission Statement of MOE (KPM)
Membangun Potensi Individu Melalui Pendidikan Berkualiti
To develop a world-class quality education system which will
realise the full potential of the individual and fulfill the aspiration
of the Malaysian nation.
A vision without a mission is an impractical
notion.
A mission without values could lead to an ‘ends justifies
any means’
Your thoughts!!!
Dissemination of Vision, Mission and
Educational Goals (UPM)
Made known to the internal and external
stakeholders through:
Print media: Strategic Plan 2001 – 2010 (Rev. 2007),
faculty guide, posters, academic calendars, various
university publications …
Electronic media: University Website and Putra FM
Radio
Others: In-service training, workshops, meetings,
staff associations, and alumni activities
Through Corporate Communication Divisions
Philosophy/Principles
Principles are core values and philosophies that
describe how an agency conducts itself in carrying out
its mission
Philosophy deals with belief systems and tries to
explain certain phenomena:
How do individuals learn?
What is knowledge?
Where does knowledge come from?
What are values?
Where do values come from?
Principles also:
serve as criteria to guide decision-making at all
levels of an agency
express the common values that can be
embraced by the whole organization
are powerful instruments for changing
organizational culture
motivate employees
How an individual believes children learn will
greatly determine the methods used to teach.
The philosophical statement of a school system
should confine itself to answering the questions
of belief listed above.
A philosophical statement should address: How
individuals learn? The type of setting that is
conducive to learning. The larger picture of
values and where knowledge originates.
Educational Philosophy
Education in Malaysia is an on-going effort towards
further developing the potential of individuals in a holistic
and integrated manner, so as to produce individuals who
are intellectually, spiritually, emotionally and physically
balanced and harmonious, based on firm belief in God.
Our efforts are focused towards creating Malaysian citizen
who are knowledgeable and competent, who possess high
moral standards, and who are responsible and capable of
achieving a high level of personal well-being and able to
contribute to the harmony and prosperity of the family, the
society and the nation at large.
Goals
The goals of an organization can never be
achieved but are something towards which an
organization works (Earthman, 1992)
Goals are the desired end result, generally after
three or more year
The goal statements should reflect vision,
mission, and philosophical statements
Criteria for Goals
Goals will be in harmony with, and clarify the
agency vision, mission and principles/philosophy
Goals will address priorities and the results of the
internal/external assessment and may be
developed in response to strategic issues
Goals will remain essentially unchanged
Goals will normally encompass a relatively long
period
Goals will address the gaps between the current
and desired level of service
Faculty of Educational Studies Aim/Goals
To produce graduates who excel, publish
quality research and provide professional
services in the field of education and human
resource development in order to meet the
demands of the nation.
Melahirkan graduan yang cemerlang,
penyelidikan berkualiti dan memberi khidmat
profesional dalam bidang pendidikan dan
pembangunan sumber manusia untuk
memenuhi keperluan negara.
UPM Goals (10)
1.
2.
3.
4.
5.
To produce quality graduates who are competitive and resilient
(Melahirkan graduan yang berkualiti, berdaya saing dan berusaha
untuk terus maju.)
To enhance the quality of UPM students through inculcation of soft
skills
(Memperkasakan pelajar UPM dengan penguasaan kemahiran
insaniah.)
To transform UPM into a renowned university
(Menjadikan UPM sebagai Universiti Penyelidikan yang terkemuka.)
To strengthen UPM as a center of excellence in agriculture education
and research
(Memperkasakan UPM sebagai pusat kecemerlangan pendidikan dan
penyelidikan pertanian.)
To broaden and strengthen UPM network with industry and society
(Meningkatkan jalinan industri dan masyarakat )
6.
7.
8.
9.
10.
To manage human capital and work environment effectively
(Mengurus modal insan dan persekitaran kerja dengan cemerlang.)
To enhance a quality management system based on good practice
(Mengurus modal insan dan persekitaran kerja dengan cemerlang.)
To efficiently generate and manage the financial resources of UPM
(Menjana dan mengurus sumber kewangan universiti secara cekap
dan berkesan. )
To make UPM fully connected based on information and
communication technology
(Menjadikan universiti terhubung sepenuhnya dengan berasaskan
ICT. )
To strengthen UPM through alumni involvement
(Memperkasakan UPM melalui Alumni )
UPM Goals
GOAL
Goal 1:To attract outstanding students and to produce knowledgeable
and competitive graduates
Goal 2:To elevate achievements in research and innovation to
international levels
Goal 3:To intensify community involvement for the generation and
sharing of knowledge
Goal 4:To strengthen UPM as a centre of excellence in education,
research and services in agriculture and tropical bioresources
Goal 5:To improve the governance and management of resources
based on best practiceGoal
6:To reinforce the Graduate School of Management’s position as the
Top Business School (TBS)
MATLAMAT
Matlamat 1:Menarik pelajar cemerlang dan menghasilkan
graduan berilmu dan berdaya saing
Matlamat 2:Melonjakkan tahap pencapaian penyelidikan dan
inovasi ke peringkat antarabangsa
Matlamat 3:Memperkasakan penglibatan komuniti untuk
penjanaan dan perkongsian ilmu
Matlamat 4:Memperkasakan UPM sebagai Pusat Kecemerlangan
Pendidikan, Penyelidikan dan Perkhidmatan Pertanian, dan
Biosumber Tropika
Matlamat 5:Memperkemas tadbir urus dan pengurusan
sumberMatlamat
6:Memperkasakan Sekolah Pengajian Siswazah Pengurusan
sebagai Top Business School (TBS)
Reflection of UPM Goals (Educational)
To produce quality graduates who are competitive
and resilient
Learning outcome: social responsibility, research
attainment, community involvement, ethical values,
and leadership
To enhance quality of UPM’s students through
inculcation of soft skills
Learning outcome: social responsibility, research
attainment, community involvement, ethical values,
and leadership
To transform UPM into renowned research
university
Learning outcome: Research attainment and
leadership
To strengthen UPM as a center of excellence
in agriculture education and research
Learning outcome: social responsibility,
research attainment, community involvement,
ethical values, and leadership
Behavioral Objectives
Objectives are specific measurable targets for
accomplishing goals
There must some way to measure the
effectiveness and efficiency of the organization in
working towards its goals
They are written in terms of observable student
behavior that can be measured by some type of
instrument
Criteria for Objectives
Good objectives will be SMART
Specific
Measurable
Aggressive but attainable
Results oriented
Time-bound (specify a relatively short time frame for
meeting objectives – from a few weeks to no more
than a year)
Examples of SMART/Not SMART Objectives
To reduce processing time.
To reduce by 5% the average cost of processing
new hires by June, 15, 2001 (SMART)
To reduce highway deaths.
To reduce the highway deaths rate by 10% in FY
2001.(SMART)
Objectives of MOE
To produce loyal and united Malaysian.
To produce happy, well mannered
individuals who have faith, knowledge
and vision.
To prepare the nation’s human resource
for development needs.
To provide educational opportunities for
all Malaysians.
References for the Development of School
Vision and Mission
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Current development in and outside the country)
(Perkembangan semasa di dalam dan di
luar negara)
Vision 2020 (Wawasan 2020)
National Philosophy of Education (Falsafah
Pendidikan Kebangsaan)
Student potentials (Potensi murid)
Needs of local communities (Keperluan
masyarakat setempat)
NKRA/KPI
Proses pembinaan visi dan misi sekolah
Pendekatan Top-down vs. Bottom-up
Digubal secara kolektif oleh semua guru
Dipersetujui dan difahami oleh staf sokongan,
murid dan ibu bapa
Disebarluas dengan mendokumentasikannya
(edaran)
Dipamerkan di tempat-tempat yang strategik
Dikaji semula dari semasa ke semasa
Kandungan Pernyataan
Visi dan Misi
Pernyataan visi dan misi perlu mengandungi :
Elemen pembentukan model murid
lepasan sekolah
Elemen pembentukan model sekolah
berkesan
Penyelesaian isu dan masalah pendidikan
dalam konteks pembangunan bangsa dan
negara
Penghayatan
Visi dan Misi Sekolah
Guru dan staf sokongan dapat:
Menyatakan visi dan misi
Menjelaskan visi dan misi
Mempercayai visi dan misi
Visi dan misi menjadi sasaran untuk
pembangunan pengurusan dan pentadbiran
sekolah, amalan mengajar, kokurikulum dan
kerja komuniti
Murid dapat:
Menyatakan visi dan misi
Menjelaskan visi dan misi
Mempercayai visi dan misi
Visi dan misi menjadi sasaran untuk pembangunan
pengurusan dan pentadbiran sekolah, amalan mengajar,
kokurikulum dan kerja komuniti
Impak Visi dan Misi
Visi dan misi dapat memberi impak ke atas
perlakuan warga sekolah:
Menunjukkan peningkatan prestasi dalam proses
pengajaran dan pembelajaran
Menunjukkan peningkatan dalam proses
persekolahan
Menghasilkan kualiti produk yang tinggi
Mewujudkan identiti budaya/etos sekolah
Key Elements of Malaysian
Education System
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Access to education
Equity in education
Quality in education
Efficiency and effectiveness of management
education
National Education Blue Print (PIPP)
The Six Strategic Thrusts:
1. Nation building
2. Develop human capital
3. Bridging gap in education
4. Strengthen national schools
5. Elevate the teaching profession
6. Propel excellence of educational institutions
Education NKRA
1.
2.
3.
4.
The four (4) thrusts:
72% enrolment across 4+ and 5+ cohorts
by 2010
90% literacy and numeracy by 2010 (LINUS
screening Literacy and Numeracy
Screening)
Target of 20 HPS (High Performing Schools)
by 2010
2% of principals rewarded by 2010
Pengurusan Sumber Organisasi
Pengurusan struktur organisasi
Sekolah mempunyai struktur organisasi
Sekolah menyediakan perincian tugas guru dan staf
sokongan
Sekolah mempunyai sistem fail
Pengurusan prasarana
Sekolah menguruskan kawasan bangunan sekolah
Sekolah mengurus perabot dan kemudahan asas
Sekolah menyelenggarakan sumber pendidikan
Pengurusan sumber manusia
Sekolah mengagihkan tugas guru dan staf sokongan
Sekolah mengadakan peraturan sekolah untuk guru, staf
sokongan dan murid
Sekolah mengawal tatatertib guru dan staf sokongan
Sekolah melakukan program orientasi kepada guru/staf
baru
Sekolah melakukan program pemajuan staf
Pengurusan kebajikan guru, staf sokongan dan murid
Pengurusan hubungan komuniti
Pengurusan Program Pendidikan
Pengurusan perancangan strategik
Sekolah menyediakan pelan strategik
Sekolah menyediakan pelan tindakan
Sekolah melaksanakan program, projek/aktiviti pelan
strategik
Pengurusan program kurikulum
Jawatankuasa kurikulum sekolah merancang dan
melaksanakan program/projek/aktiviti
Pengagihan tugas mengajar dan hal-hal kurikulum
Sekolah menyediakan jadual waktu mengajar
Panitia mata pelajaran menguruskan hal-hal pengajaran
dan pembelajaran
Sekolah melaksanakan penyeliaan dan pencerapan
Pelaksanaan Program Pedagogi dan
Pandragogi
Guru mengadakan rancangan tahunan sekolah
Guru menyediakan rancangan pelajaran harian
Guru melaksanakan set induksi
Guru menyampaikan pelajaran
Guru merangsang murid untuk terlibat dengan
pembelajaran
Guru mengeksploitasikan pelbagai kecerdasan murid
Pengurusan dan Pelaksanaan
Program kokurikulum
Sekolah menyediakan objektif kokurikulum
Jawatankuasa kokurikulum sekolah berfungsi dengan
sewajarnya
Sekolah melaksanakan program/projek/aktiviti
kokurikulum
Sekolah memberikan sumbangan kepada masyarakat luar
dalam aktiviti kokurikulum