Chapter 3 - Performance Management and Strategic Planning
Learning Objectives
3.1  Define strategic planning and its overall goal.

3.2  Describe the various specific purposes of a strategic plan.

3.3  Explain why the usefulness of a performance management system relies to a    large degree on its relationship with the organization and unit’s strategic plans.

3.4  Understand how to create an organization’s strategic plan including an    environmental analysis resulting in a mission statement, vision statement, goals, and strategies.

3.5  Conduct an environmental analysis that includes a consideration of both internal  (strengths and weaknesses) and external (opportunities and threats) trends.

3.6  Understand how a gap analysis resulting from a consideration of internal and external trends dictates an organization’s mission.

3.7  Define the concept of a mission statement and describe the necessary components of a good mission statement.

3.8  Define the concept of a vision statement and understand its relationship to the mission statement.

3.9  Describe the basic components of a good vision statement.

3.10  Create organization- and unit-level mission and vision statements.

3.11  Understand the relationship between mission and vision statements, goals, and  strategies.

3.12  Understand the relationship between an organization’s vision, mission, goals, and strategies, and each of its divisions’/units’ vision, mission, goals, and strategies.

3.13  Understand the relationship between a unit’s vision, mission, goals, and strategies and individual job descriptions.

3.14  Explain why job descriptions must be linked to the organization’s and unit’s strategic plans.

3.15  Understand how a strategic plan determines various choices regarding performance management system design.

3.16  Explain why a consideration of strategic issues is a building block for creating support for a performance management system.

Chapter Outline

Performance Management and Strategic Planning

Overview
1. Definition and Purposes of Strategic Planning
2. Process of Linking Performance Management to the Strategic Plan
– Strategic Planning
– Developing Strategic Plans at the Unit Level
– Job Descriptions
– Individual and Team Performance
3. Building Support

1. Definition and Purposes of Strategic Planning
• Definition
o Process
o Describes organization’s destination
o Assesses barriers
o Selects approaches for moving forward
• Goal 
o Allocate resources
 to provide organization
 for competitive advantage
• Purposes
o Helps define the organization’s identity
o Helps organizations prepare for the future
o Enhances ability to adapt to environmental change
o Provides focus and allows for better allocation of resources
o Produces an organizational culture of cooperation
o Allows for the consideration of new options and opportunities
o Provides employees with information to direct daily activities

Process of Linking Performance Management to the Strategic Plan Overview
• Strategic Planning for the Organization
• Developing Strategic Plans at the Unit Level
• Job Descriptions
• Individual and Team Performance

 What was Key Bank of Utah’s experience with this process?

Strategic Planning: Overview
A. Environmental Analysis
B. Mission
C. Vision
D. Goals
E. Strategies

A. Environmental Analysis
Identifies external and internal trends
• To understand broad industry issues
• To make decisions using “big picture” context

 How might a gap in service prompt a business to compete in a market? 

 Compare Frontier Airline’s opportunities in 1994 with those of 2004…what internal and external issues did you consider?

External trends
• Opportunities
 -- Environmental characteristics that can help the organization succeed
• Threats
  -- Environmental characteristics that can prevent the organization from         being successful
• Some factors to consider
–  Economic
–  Political/legal
–  Social
–  Technological
–  Competitors
–  Customers
–  Suppliers

 Consider an organization you have worked for - where does your organization stand in terms of these factors?

Internal trends
• Strengths
– Internal characteristics that the organization can use for its advantage
• Weaknesses
– Internal characteristics that can hinder the success of the organization
• Some factors to consider
–   Organizational structure
–   Organizational culture
–   Politics
–   Processes
–   Size

 Consider an organization you have worked for - where does your organization stand in terms of these factors?

Environmental Analysis includes conducting a Gap Analysis, which analyzes
– External environment (opportunities and threats)
vis-à-vis
– Internal environment (strengths and weaknesses)
 Gap analysis determines:
– Opportunity + Strength = Leverage
– Opportunity + Weakness = Constraint
– Threat + Strength = Vulnerability
– Threat + Weakness = Problem

 How has IBM’s performance since the 1980s changed as the company learned to use gap analysis?

 Consider a company you have worked for - identify a leverage and a problem - what happened?
 Environmental and gap analyses provide information for organizations to decide:
• Who they are
• What they do 

B. Mission
A good mission statement answers:
• Why does the organization exist?
• What is the scope of the organization’s activities?
• Who are the customers served?
• What are the products or services offered?

 What should go into a mission statement for the Coca-Cola Company?  

The mission statement contains information on the organization’s
• Basic product/service to be offered
• Primary market/customer groups
• Unique benefits and advantages of product/services
• Technology to be used
• Concern for survival through growth and profitability
The mission statement may contain information on the organization’s
• Values and beliefs
• Managerial philosophy
• Desired public image
• Self-concept of business adopted by
  -- Employees
  -- Stockholders 

C. Vision

• Statement of future aspirations
• Focuses attention on what is important (eliminates unproductive activities)
• Provides context for evaluating
– Opportunities
– Threats

 How do the vision statements for Rayovac and Greif differ in their approaches?

A Good Vision Statement is:
–  Brief
–  Verifiable
–  Bound by a timeline
–  Current
–  Focused
–  Understandable
–  Inspiring
–  A stretch

 Do you think the new Microsoft vision is a stretch? How/why?

D. Goals
Purpose of setting goals:
• Formalize expected 5+ years achievements
• Provide source of motivation
• Provide tangible targets to strive for
• Provide basis for good decisions
• Provide basis for performance measurement

 How do the Harley-Davidson, Inc. goals fit this model? Or not?

E. Strategies

• Create strategies or game plans or “how to” procedures
• Address issues surrounding:
– Growth
– Survival
– Turnaround
– Stability
– Innovation
– Leadership 

How the HR Function contributes:
•   Communicate knowledge of strategic plan
•   Provide knowledge of KSAs needed for strategy implementation
•   Propose reward systems

Developing Strategic Plans at the Unit Level
•   Organization
     -- Mission statement
     -- Vision statement
     -- Goals
     -- Strategies
Must clearly align with and be congruent with
•   Every Unit’s
-- Mission statement
-- Vision statement
-- Goals
-- Strategies

 Is the Microsoft Training and Education Unit mission statement congruent with the overall Microsoft mission statement?  How?
 Consider the mission statement for the Norfolk State University School of Business.  How does it align with NSU’s mission statement?

Alignment of Strategic Plan with Performance (see figure in slides)
 
Job Descriptions
• Tasks and KSAs are congruent with Organization and Unit strategic plans
• Activities described support mission and vision of Organization and Unit

 How could the job description for Trailer Truck Driver be improved to link with organization and unit strategic plans?
 How does the job description for the Training and Education Performance Solutions Group Manager at Microsoft align with its organization and unit strategic plans?

Individual and Team Performance
Organization and Unit mission, vision, goals lead to
• Performance management system, which
– Motivates employees to
• Display behaviors aligned with mission, vision, goals
• Produce results to support mission, vision, goals
– Aligns development plans with organization priorities

Strategic Plan leads to some Choices in PM System Design
• Criteria (Behavior vs. Results)
• Participation (Low vs. High)
• Temporal Dimension (Short Term vs. Long Term)
• Level of Criteria (Individual vs. Team/Group)
• System Orientation (Developmental vs. Administrative)
• Rewards (Pay for Performance vs. Tenure/Position)

2. Building Support

Answering “What’s In It for Me?”
• Top Management
– Help carry out vision
• All levels
– Involvement
– Participation (voice feedback and concerns)
– Understanding of organizational vision and goals

 What role did good communication play in launching the revamped PM system at Bankers Life and Casualty?

Performance Management and Strategic Planning: Summary and Review
1. Definition and Purposes of Strategic Planning
2. Process of Linking Performance Management to the Strategic Plan
– Strategic Planning
– Developing Strategic Plans at the Unit Level
– Job Descriptions
– Individual and Team Performance
3. Building Support

Worked Solutions for End-of-Chapter Cases

Case Study 3.1 Evaluating Vision and Mission Statements at Harley Davidson

1. How many of the eight characteristics of an ideal mission statement are present in Harley Davidson’s mission statement? (See Table Below)
(Suggested Points: 2, [3.7])

2. How many of the eight characteristics of an ideal vision statement are present in Harley Davidson’s vision statement? (See Table Below)
(Suggested Points: 2, [3.9])

  Y/N Characteristics
Mission statement  summarizes the organization’s most important reason for its existence   Y Basic product/service to be offered (does what)
 Y Primary markets or customer groups to be served (to whom)
 N Unique benefits, features, and advantages of products/services (with what benefits)
 N Technology to be used in production or delivery
 N Fundamental concern for survival through growth and profitability
 N Managerial philosophy of the firm
 Y Public image sought by organizations   
 Y Self-concept of business adopted by employees and stockholders
  Y/N Characteristics
Vision statement 
statement of future aspirations  N Briefness - brief so that employees can remember it
 Y Verifiability - able to stand the reality test 
 N Bound by a timeline - specifies a timeline for when the various aspirations will be fulfilled
 NS Currency - updated on an ongoing basis
 Y Focus - lists a few (3-4) aspects of the organization’s performance that are important to future success
 Y Understandability - written in a clear and straightforward manner soit is understood by all employees.
 Y Inspiring - makes employees feel good about their organization’s direction and motivates them to help achieve the vision
 N Stretch - goal not easily attained

3. Given the purposes that a mission statement and a vision statement are ideally serving, compare the mission and vision statements of Harley Davidson based on whether they are achieving their respective objectives.  Do they both serve their respective purposes?  Collectively, are they useful tools to link organizational priorities with individual and team performance? 
(Suggested Points: 5, .3[3.7], .4[3.8], .3[3.9])

Answers:

Overall, the mission statement serves its purpose of summarizing the company’s most important reason for existence.  However, it fails to identify the unique benefits, features, and advantages of Harley motorcycles, the technology to be used in the  production of Harleys, the fundamental concern for survival through growth and profitability of Harley Davidson, and the managerial philosophy of Harley Davidson.
 
Overall, the vision statement seems to give a statement of future aspirations for the company, but it is phrased in present as opposed to future tense.  Also, it is slightly too long to remember, it does not give a timeline when the vision should be reached, and the goal given is not a large stretch. 

Yes, the mission and vision statements can be used to motivate employees toward helping the organization meet its goals.  While the mission and vision statements at Harley Davidson are broad, the goals of the organization are updated yearly and clearly specify measurable goals for the specified year.  The combination of the mission statement, vision statement, and organizational goals will allow Harley Davidson to cascade these messages to each individual’s goals. 

Case Study 3.2 Dilbert’s Mission Statement Generator
(Suggested Points: 5, [3.10])

Individual answers will vary based on the generated statements.  A critique of the following statement is given below: “We strive to continually administrate timely opportunities and enthusiastically utilize enterprise-wide technology while promoting personal employee growth.”
 Basic product/service to be offered (does what?):  This statement does not tell us what product or service the company offers.
 Primary markets or customer groups to be served (to whom?):  It does not tell us who their customers are.
 Unique benefits, features, and advantages of products/services (with what benefits?): No mention of advantages of their product or service.
 Technology to be used in production or delivery:  It states “enterprise-wide” technology is utilized, but this sounds like a buzzword, with no real explanation of what it is.
 Fundamental concern for survival through growth and profitability:  Just emphasizes the growth of their employees, not the organization as a whole. 
 Managerial philosophy of the firm:  Just the emphasis on employees.
 Public image sought by organizations: Not given.
 Self-concept of business adopted by employees and stockholders:  Not clear because it is not even clear what the company does.

1. Without clear guidance as to where the organization is going, it is hard for the employees to know where to focus their efforts, what is important in the organization, and how their individual contribution is tied into the organization meeting its goals. 
(Suggested Points: 3, [3.12])

2. This type of mission statement may do more harm than good, because it sends the message that the organization does not know what it is doing or where it is going. 
(Suggested Points: 3, [3.12])

Case Study 3.3 Linking Individual with Unit and Organizational Priorities
(Suggested Points: 10, [3.14])

Answers will vary based on the chosen statements and job descriptions.   Consider the following example from Federal Express, a family of companies that offer a global network of specialized services--transportation, information, international trade support, and supply chain services:

Job Description for Senior State and Local Affairs Representative: Monitors legislative activity and analyzes developments and trends in state and local governments for FedEx Government Affairs. Formulates and coordinates company responses to state and local legislative initiatives. Develops and implements state and local government relations programs. 

Requirements:  Licenses/Certifications - NONE 
Field of Interest - Legal 
Job Type - Full Time 
Location(s) of Position - TN-MEMPHIS 
Relevant Years Experience Required - 6-8 Years 
Maximum Percent Travel Required - Up to 50% 
Preferred Language - English

FedEx Mission Statement (www.fedex.com): FedEx Corporation will produce superior financial returns for its shareowners by providing high value-added logistics, transportation, and related information services through focused operating companies. Customer service requirements will be met in the highest quality manner appropriate to each market segment served. FedEx Corporation will strive to develop mutually rewarding relationships with its employees, partners, and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards.

FedEx Corporation (strategic leadership and financial reporting) Mission Statement:  To achieve the FedEx mission—producing superior financial returns while meeting customer needs in the highest quality manner possible—the $23-billion FedEx Corporation is focused on sustained, profitable growth and provides consolidated financial reporting based on a fiscal year ending May 31.

Changes/Additions to job description:
• Ability to analyze current changes in state and local governments in an effort to identify new revenue opportunities.
• Ability to build high-quality relationships with stakeholders in the community.
• Performs job in accordance with highest ethical standards.
• Knowledge of and experience operating in a customer-service oriented company. 
• Knowledge of logistics, transportation, or information services required.

Additional Cases and Worked-Solutions

Case Study: Homeowners Insurance Mutual Company (HIMCO)

Homeowners Insurance Mutual Company (HIMCO) is a small insurance brokerage with 25 employees and about 5,000 clients. The company sells a variety of homeowners and automobile insurance and manages the processing of claims against the insurance sold.  Some employees sell insurance (both in clients’ homes and in the office); some employees process claims; some employees inspect insured damages; other employees are responsible for supervision and/or clerical support of the business.  With the exception of the sales people, who receive a base pay and commissions on their sales, the rest of the employees are paid based on their positions and seniority in the company.

The owner of HIMCO retired and sold the business to one of the managers, John Thomas.  John had a BA in business and had been in the insurance business for 10 years.  John wanted to make some changes in the business operations when he took over, so in addition to his customer service and administrative duties, he took on the task of implementing a performance management system.  John scheduled several retreats during which all of the employees of the agency recommended company goals and a business plan.  During the retreats, John led discussions and facilitated projects meant to result in the basis for the company goals and business plan.  After the retreats were held, he published the following mission statement in the company brochures:

HIMCO serves the families of this state by making sure that their assets are protected.  We offer comprehensive and inexpensive Auto and Home insurance packages, including preferred auto and homeowner rates.  We continuously search for the best rates and the best insurance policies to make certain that we are the leader in providing comprehensive and affordable insurance to the families of this state.  Protection of our clients’ assets is our primary concern.
 
1. Critically evaluate the mission statement currently used for HIMCO. 
(Suggested Points: 5, [3.7])

2. Using your understanding of what makes a good mission statement, revise the company mission statement as appropriate. 
(Suggested Points: 10, [3.10])

3. Develop a unit mission statement for the clerical unit using your understanding of what an office support staff usually does for its organization.  Explain how the mission statement that you have developed answers the questions normally answered by a mission statement and identify the key features of the mission statement.
(Suggested Points: 10, .5 [3.10], .5[3.12])

Answers:

1. In general, thorough mission statements include the following components:  (Respondents are free to invent appropriate answers as long as they include at least the first five key features in their mission statements.)
 Basic product/service to be offered (does what?)
 Primary markets or customer groups to be served (to whom?)
 Unique benefits and advantages of products/services (with what benefits?)
 Technology to be used in production or delivery 
 Fundamental concern for survival through growth and profitability

 Mission statements typically also include information on the organization’s values and beliefs (which can be added for extra credit), including:
• Managerial philosophy of the organization
• Public image sought by the organization
• Self-concept of business adopted by employees and stockholders

In sum, a mission statement defines why the organization exists, the scope of its activities, the customers served, and the products and services offered.  Mission statements also include specific information such as the technology used in production or delivery, and the unique benefits or advantages of the organization’s products and services.  Finally, a mission statement can include a statement of values and beliefs, such as the organization’s managerial philosophy.

The mission statement for HIMCO in the case study  meets the requirements of a complete mission statement, although it does not describe the technology used to provide services.

 Basic product/service to be offered (does what?) comprehensive and inexpensive Auto and Home insurance packages
 Primary markets or customer groups to be served (to whom?) families of this state
 Unique benefits and advantages of products/services (with what benefits?) preferred auto and homeowner rates--- the best rates and the best insurance policies
 Technology to be used in production or delivery (this issue is missing)
 Fundamental concern for survival through growth and profitability --make certain that we are the leader in providing comprehensive and affordable insurance
 Statement of values and beliefs such as the organization’s managerial philosophy.  Protection of our clients’ assets is our primary concern

2. (Respondents are free to invent appropriate answers as long as they include at least the first five key features in their mission statements.)

HIMCO serves the families of this state by making sure that their assets are protected.  We offer comprehensive and inexpensive Auto and Home insurance packages, including preferred auto and homeowner rates.  Using the Internet, our comprehensive database, and the benefits of our membership in the primary industry organizations, we continuously search for the best rates and the best insurance policies to make certain that we are the leader in providing comprehensive and affordable insurance to the families of this state.  Protection of our clients’ assets is our primary concern.

Sample mission statement for the clerical unit at HIMCO: (Another would be fine as long as it aligns with the company mission statement and contains the components (or key features) of a mission statement)

The clerical unit at HIMCO supports the HIMCO mission of protecting the assets of our customers and their families by providing excellent customer service.  As the first representatives of the company that many clients contact, we provide caring and competent greetings and direction to the appropriate personnel in the company.  Using computers and the latest electronic technology, we provide word processing and filing support to the rest of the company, so that all documents represent the high quality of service provided by the company and information can be recovered at a moment’s notice.  We provide this support efficiently and effectively, so that our company can remain in the leadership position, continuing to protect our clients’ assets.

The clerical unit mission statement provides the following key features by answering the questions shown in parentheses:
 Basic product/service to be offered (does what?) providing excellent customer service, greetings and direction, word processing and paperwork filing support
 Primary markets or customer groups to be served (to whom?) clients and rest of the company
 Unique benefits and advantages of products/services (with what benefits?) We provide this support efficiently and effectively
 Technology to be used in production or delivery computers and other electronic technology
 Fundamental concern for survival through growth and profitability so that our company can remain in the leadership position
 Statement of values and beliefs such as the organization’s managerial philosophy.  The clerical unit at HIMCO supports the HIMCO mission of protecting the assets of our customers and their families by providing excellent customer service …continuing to protect our clients’ assets.

Case Study: Whole Foods Market 

Whole Foods Market, a publicly traded company, is in the process of developing a new strategic plan for the 5 years from 2006-2010. 

The industry faces different challenges from those experienced during the past 25 years.  Originally, Whole Foods Market was among the pioneers who introduced a supermarket format into the natural foods industry in the United States of America. 
During the past 25 years, this company grew through mergers and acquisitions of local and regional family-run natural foods retailers, expanding to the United Kingdom in 2004 with the purchase of Fresh and Wild.  Most of these companies emphasized stringent quality standards, sustainable agriculture, local community involvement, and development of an empowered and passionate staff.  Although there are shared cultures, many of the original company loyalties remain.

In 1992, Whole Foods Market became a publicly traded stock on the New York Stock Exchange.  (It had a two for one stock split in 2001.)  In 1999, WholeFoods.com went online as an e-commerce site which has merged with other internet properties to become Gaiam.com in 2005.  The corporate Web site has continued to provide information on the company and its mission emphasis of “Whole Foods, Whole People, Whole Planet.”

Meanwhile, the world economy appears to be expanding, although some political situations may be less stable.  For example, increased security in the United States may interfere with worldwide shipments of food.  The Internet continues to offer both opportunities and challenges to e-commerce.  One Web site now provides encouragement to Whole Foods Market employees who are attempting to form a union.

You have been hired as a performance management consultant by the Board of Directors to assist them in developing the strategic plan for the next 5 years.

1. In this context, explain the factors the Board of Directors will need to consider in developing a strategic plan.
(Suggested Points: 10, .3[3.1], .7[3.4])

2. Provide a detailed discussion of what the organization will need to do to create a strategic plan for the next 5 years.
(Suggested Points: 10, .4[3.4], .3[3. 10], .3[3.12)

3. Critically evaluate how the strategic plan will relate to individual performance.
(Suggested Points: 10, .3[3.13], .4[3.14], .3[3.15])

4. How can management enhance organizational support for the performance management plan through this strategic planning process?
(Suggested Points: 10, .5[3.3], .5[3.16])
 
Answers:

1. In this context, explain that because the Board of Directors hired me as a performance management consultant, they are expecting me to bring my expertise in performance management to the drawing board.  Not only will I need to help them develop a strategic plan, I will need to help them craft a plan that connects the strategic plans of each Department, Division, and Unit in the company, impacting every employee’s performance plan from top management to stockers in the individual stores. 

The factors involved in developing such a strategic plan include:
• The conduct of an environmental analysis (i.e., the identification of the internal and external parameters of the environment in which the organization operates).  The environment has changed substantially, internally and externally – and further change can be expected.  It will be important to conduct a gap analysis to analyze external opportunities and threats in economic, political, social, technological, and market trends.  In addition, the gap analysis will analyze strengths and weaknesses of the company’s internal environment, such as the organizational structure and culture, politics, processes, and size.
• The creation of an organizational mission (i.e., statement of what the organization is all about).  In the case of Whole Foods Markets, which has been in business for 25 years, a mission statement exists;  however, it will be important to re-examine it to ensure that it provides direction for the future. 
• The creation of an organizational vision (i.e., statement of where Whole Foods Market intends to be in the long term, say about 10 years).
• Setting goals (i.e., what Whole Foods Market intends to achieve in the short term, say 1-3 years).
• Developing strategies to fulfill the mission and vision and achieve the goals of Whole Foods Market.

2. As discussed above, the organization will need to do an environmental analysis, create or redefine its mission statement, create a vision, and develop goals and strategies to move the organization forward.  This is a somewhat circular process, where information is developed in one area that contributes to another, which comes back to assist with the earlier process.  It is important, as mentioned in the answer to number 1, to get employees from throughout the organization involved in developing the strategic plan in order to develop ownership and to ensure that the plan is actually implemented throughout the organization.
• To begin with, the Board of Whole Foods Market needs to conduct a gap analysis to determine where the company can exercise leverage, where the company is constrained, where it is vulnerable, and where it may have problems.  An example would be if the company encounters negative publicity in its potential responses to union building (a vulnerability and potential problem if customers see the company in a negative light).  When the gap analysis is complete, the Board will have information to use in re-developing its mission statement and developing a vision for the next 5-10 years.
• In creation of the mission statement, the Board of Whole Foods Market will need to include answers to the following questions:
1.   Why does the organization exist?  This answer may have changed over the years and may need editing.
2. What is the scope of the organization’s activities? The organization now is located in several countries and on the Internet.  It is important to re-examine where Whole Foods Markets wants to go…and where it does not intend to compete.
3. Who are the customers served? The customers have changed over the past 25 years; they may have different educations, incomes, interests, cultural concerns, etc.
4. What are the products or services offered? These have changed over the past 25 years; the mission statement needs to reflect those changes…and any changes that are planned.

More specific and detailed information will be needed if this mission statement is to be used by the various units within Whole Foods Market to create their own mission statements.  Even more detailed information will be needed if both the organization and unit mission statements will be used as input for individual job descriptions and for managing individual and team performance.  In general, thorough mission statements include the following components:
 Basic product/service to be offered (does what?)
 Primary markets or customer groups to be served (to whom?)
 Unique benefits and advantages of products/services (with what benefits?)
 Technology to be used in production or delivery
 Fundamental concern for survival through growth and profitability

Also,  mission statements typically include information on the organization’s values and beliefs, including the following items, which may not need much change from the original mission statement:
 Managerial philosophy of the organization
 Public image sought by the organization
 Self-concept of business adopted by employees and stockholders

• As Whole Foods Market develops its vision for the next 5-10 years, it will state future aspirations, focus attention on what is important, and provide a context for evaluating the opportunities and threats identified in the gap analysis.  This vision statement should be brief, verifiable, focused, understandable, inspiring, current, bound by a timeline, and a stretch for the company…reachable with effort.
• When the mission statement and vision have been developed, Whole Foods Market will need to set goals which formalize the planned achievements for the next 5 years.  These goals should provide a basis for performance measurement by giving employees a source of motivation and tangible targets to strive for.  In addition, they will give management the basis for good decisions in allocation of resources.  Such goals should cascade throughout the organization, based on the strategic plan developed.
• Finally, strategies must be developed to provide procedures and plans to meet the goals.  One strategy would be to examine job descriptions to ensure that every job is organized to work toward the goals of the units, which are organized to work toward the goals of the divisions, which are organized to work toward the goals of the company.  Issues to be addressed by such strategies include:  growth, survival, turnaround, stability, innovation, and leadership.  (Note:  It is important to remember that Whole Foods Market’s mission statement, vision statement, goals, and strategies must clearly align with–and be congruent with–every unit’s mission statement, vision statement, goals, and strategies.

3. Provided that the Board accepts my recommendation to involve all employees in the development of the organization’s strategic plan, the mission, vision, goals, and strategies of Whole Foods Market (the organization) will align with each unit’s mission, vision, goals, and strategies.  Each unit will develop job descriptions with tasks and required knowledge, skills, and abilities (KSAs) that are congruent with the unit’s strategic plan and thus the overall strategic plan.  Thus, each employee will have a job description that is based on the needs of the organizational strategic plan.  Individual and team performance will be evaluated according to the results, behaviors, and developmental plan that has been developed for the specific job description, which is based on the organization’s strategic plan.

4. The Board needs to involve managers at every level in the development of the strategic plan (its mission, vision, goals, and strategies) to ensure that the plan cascades into every part of the organization.  Eventually, each unit will need to ensure that job descriptions and individual performance plans are synchronized with the strategic plan.  Thus, the Board of Directors initially needs to consider the fact that a strategic plan, in order to be useful, must help the company to craft its identity and lead to profitable action on the part of all employees. 

At each level, employees need to understand “what’s in it for me?” Top management will be responsible for helping to carry out the vision it was involved in developing. At all levels, it is important that employees be involved in and participate in the development of the organizational vision and goals, so that each level has employees who were directly involved and are now committed to encouraging their peers to help the organization achieve its vision and goals.

When the strategic plan is directly connected to the performance management plan, employees will understand how the performance management plan is a useful tool to help the organization meet its vision and goals.  Since they were directly involved in the development of the strategic plan, they will have a personal investment in using the performance management plan to help achieve their vision and goals.

给自信 更公益

中国经济管理大学《公益教育宣言》

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中国经济管理大学

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