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Mission Statement (mission + statement)
Selected AbstractsSMSNA Mission Statement and SMSNA 2006 Annual Meeting Needs and ObjectivesTHE JOURNAL OF SEXUAL MEDICINE, Issue 2007Article first published online: 19 DEC 200 [source] Voluntary Disclosure of Mission Statements in Corporate Annual Reports: Signaling What and To Whom?BUSINESS AND SOCIETY REVIEW, Issue 1 2001David Campbell First page of article [source] Product innovation charters: Mission statements for new productsR & D MANAGEMENT, Issue 1 2002Christopher K. Bart This article presents findings from an exploratory study into the content and impact of product innovation charters (PICs) in 86 North American corporations. The findings demonstrate that managers have some distinct preferences in terms of the items that they choose to include in a PIC and that certain components seem to be more important to mention than others. The findings also make evident the relationship that PICs have with selected performance measures. The results suggest that product innovation charters, like their mission statement ,cousins', may be of more value than most managers realize. [source] Where Is the Future in Public Health?THE MILBANK QUARTERLY, Issue 2 2010HILARY GRAHAM Context: Today's societies have far-reaching impacts on future conditions for health. Against this backdrop, this article explores how the future is represented in contemporary public health, examining both its conceptual base and influential approaches through which evidence is generated for policy. Methods: Mission statements and official reviews provide insight into how the future is represented in public health's conceptual and ethical foundations. For its research practices, the article takes examples from epidemiological, intervention, and economic research, selecting risk-factor epidemiology, randomized controlled trials, and economic evaluation as exemplars. Findings: Concepts and ethics suggest that public health research and policy will be concerned with protecting both today's and tomorrow's populations from conditions that threaten their health. But rather than facilitating sustained engagement with future conditions and future health, exemplary approaches to gathering evidence focus on today's population. Thus, risk-factor epidemiology pinpoints risks in temporal proximity to the individual; controlled trials track short-term effects of interventions on the participants' health; and economic evaluations weigh policies according to their value to the current population. While their orientation to the present and near future aligns well with the compressed timescales for policy delivery on which democratic governments tend to work, it makes it difficult for the public health community to direct attention to conditions for future health. Conclusions: This article points to the need for research perspectives and practices that, consistent with public health's conceptual and ethical foundations, represent the interests of both tomorrow's and today's populations. [source] Metabolic syndrome: collapsing under its own weight?DIABETIC MEDICINE, Issue 5 2009D. Preiss Invited counterview to article by Cameron AJ, Zimmet PZ, Shaw JE, Alberti KGMM. The metabolic syndrome: in need of a global mission statement. Diabet Med 2009;26: 306,309 [source] Clinician stance in the treatment of chronic eating disordersEUROPEAN EATING DISORDERS REVIEW, Issue 6 2001Josie Geller Abstract Long-term outcome studies of anorexia nervosa have shown that a significant number of individuals do not fully recover from their eating disorder symptoms. Individuals who develop chronic eating disorders may express either strong ambivalence about symptom reduction or a complete lack of interest in change. As a result, clinicians can find this group particularly challenging. This report expands upon a treatment stance based on principles of Motivational Interviewing that addresses difficulties typically encountered in working with this population. The stance outlines a mission statement and specific clinician behaviours that promote engagement and alliance with this group, including the communication of beliefs that foster client self-acceptance, not making assumptions, being curious, active, and on the same side, and maximizing client responsibility for change. Copyright © 2001 John Wiley & Sons, Ltd and Eating Disorders Association. [source] Does it pay to plan?: Strategic planning and financial performanceAGRIBUSINESS : AN INTERNATIONAL JOURNAL, Issue 3 2001Gregory A. Baker Previous research on the effects of strategic planning on firm performance has yielded inconsistent and inconclusive findings. In this study, we use a recently validated measurement model of strategic planning to examine the planning-performance relationship in the California processing tomato industry. Results indicate a strong correlation between the degree of emphasis firms place on strategic planning and financial performance. Moreover, several specific strategic planning tools, specifically, the use of a mission statement, long-term goals, and ongoing evaluation, were also more heavily emphasized by high-performing firms. These results suggest that strategic planning does pay off in terms of improved financial performance and that some planning tools may have a significant impact. [Econ-Lit citations: L100, L660] © 2001 John Wiley & Sons, Inc. [source] Relevance of mission statements in Flemish not-for-profit healthcare organizationsJOURNAL OF NURSING MANAGEMENT, Issue 2 2007DOMINIQUE VANDIJCK RN The aims of the study were to determine: (1) which components managers of Flemish not-for-profit healthcare organizations chose to incorporate in their mission statement, (2) how satisfied managers of Flemish not-for-profit healthcare organizations are with the formulation of various mission statement components and (3) if the managers of Flemish not-for-profit healthcare organizations subscribe the presumed positive relationship between mission statements and organizational performance. To address these research questions, a questionnaire was send to a convenience sample of Flemish not-for-profit healthcare managers and to a control group. The results indicate that Flemish not-for-profit healthcare managers do discriminate and differentiate between mission statement components and that they are not equally satisfied with the articulation of every component. Furthermore, Flemish not-for-profit healthcare managers do support the assumption that a well-written mission statement can produce a host of benefits. The mission statement is considered as an energy source, a guide in decision-making and to influence the managers' behaviour. [source] The Juvenile Drug Court Judge and Lawyer: Four Common Mistakes in Treating Drug Court AdolescentsJUVENILE AND FAMILY COURT JOURNAL, Issue 4 2000C.A.C., MICHAEL D. CLARK M.S.W. ABSTRACT This article will present information gleaned from anecdotal experience of existing juvenile drug treatment courts regarding several common mistakes often made by those new to the drug court. The mistakes discussed include: 1) Believing the work and role responsibilities in a traditional juvenile court will not change significantly when entering a juvenile drug court; 2) Citing the elimination of drug and alcohol use as a final outcome goal when developing the mission statement for a juvenile drug court; 3) Believing that a juvenile drug court ensures accountability by keeping a close eye on participants and setting immediate consequences for any break in program rules; 4) Using vicarious learning to "teach a lesson",making an example of an individual participant who has broken program rules in front of the large group. The goal of this article is not only to raise caution to these pitfalls, but also to help incoming judges and lawyers become aware of the changes that working in a juvenile drug court will demand. [source] Revisiting DDGX/DDG-51 Concept ExplorationNAVAL ENGINEERS JOURNAL, Issue 3 2007JUSTIN STEPANCHICK This study revisits concept exploration for DDG-51 using reconstructed 1978,1979 DDX and 1979,1980 DDGX requirements and options, and 2005 tools. The goal of this study is to assess and highlight the benefits of current tools and processes for concept exploration by comparison with a well-known design that did not use these tools. This case study was completed in a summer and fall ship design project at Virginia Tech. In 1979, the acquisition and design process did not begin with a Mission Need Statement, Analysis of Alternatives or Integrated Capabilities Document as is required today. It began with studies, Tentative Operational Requirements, and Draft Top Level Requirements. In this study, we revisit the 1978,1980 DDG-51 (DDX/DDGX) concept exploration based on the guidance, goals, and constraints of the DDX and DDGX studies, using a notional mission statement, concept of operations, and list of required capabilities. The design space is defined to include many of the same design alternatives that were considered in the DDX and DDGX studies. A multiple-objective genetic optimization (MOGO) based on military effectiveness, cost, and risk is used to search the design space and perform trade-offs. A simple ship synthesis model is used to balance the designs, assess feasibility, and calculate cost, risk, and effectiveness. Alternative designs are ranked by cost, risk, and effectiveness, and presented in a series of non-dominated frontiers. Concepts for further study and development are chosen from this frontier and a comparison with DDG-51 is made based on these results. [source] Product innovation charters: Mission statements for new productsR & D MANAGEMENT, Issue 1 2002Christopher K. Bart This article presents findings from an exploratory study into the content and impact of product innovation charters (PICs) in 86 North American corporations. The findings demonstrate that managers have some distinct preferences in terms of the items that they choose to include in a PIC and that certain components seem to be more important to mention than others. The findings also make evident the relationship that PICs have with selected performance measures. The results suggest that product innovation charters, like their mission statement ,cousins', may be of more value than most managers realize. [source] Shareholder Value: Principles, Declarations, and ActionsFINANCIAL MANAGEMENT, Issue 1 2010Claudio Loderer This paper is about shareholder value. We examine whether welfare considerations justify that target and whether competitive markets force firms to pursue it. We also argue that shareholder value is strictly an ill-defined goal. We report evidence from a large sample of listed firms across the world that many managers do not even mention shareholders in their mission statements. However, firms that do disclose a commitment to shareholders seem to perform better in terms of stock price and operating performance. [source] Relevance of mission statements in Flemish not-for-profit healthcare organizationsJOURNAL OF NURSING MANAGEMENT, Issue 2 2007DOMINIQUE VANDIJCK RN The aims of the study were to determine: (1) which components managers of Flemish not-for-profit healthcare organizations chose to incorporate in their mission statement, (2) how satisfied managers of Flemish not-for-profit healthcare organizations are with the formulation of various mission statement components and (3) if the managers of Flemish not-for-profit healthcare organizations subscribe the presumed positive relationship between mission statements and organizational performance. To address these research questions, a questionnaire was send to a convenience sample of Flemish not-for-profit healthcare managers and to a control group. The results indicate that Flemish not-for-profit healthcare managers do discriminate and differentiate between mission statement components and that they are not equally satisfied with the articulation of every component. Furthermore, Flemish not-for-profit healthcare managers do support the assumption that a well-written mission statement can produce a host of benefits. The mission statement is considered as an energy source, a guide in decision-making and to influence the managers' behaviour. [source] Nonprofit organizations' use of the internet: A content analysis of communication trends on the internet sites of the philanthropy 400NONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2007Richard D. Waters To evaluate the current status of communication and fundraising strategies on the Internet, a stratified random sample of the Chronicle of Philanthropy's Philanthropy 400 was content-analyzed in mid-January 2005. Web sites were coded on variables identified in practitioner and scholarly literature on issues of accountability, fundraising practices, and interactive communication strategies. Chi-square analysis found that the top nonprofit organizations included copies of their annual reports, organizational goals, and mission statements, while second-tier organizations were more likely to use a sales approach by using e-commerce technology and terminology to process online donations. [source] Rational Management, Performance Targets and Executive Agencies: Views from Agency Chief Executives in Northern IrelandPUBLIC ADMINISTRATION, Issue 3 2001Noel Hyndman The way in which central government services are delivered in both Britain and Northern Ireland has changed significantly since 1988. Executive Agencies have been created with the aim of improving the efficiency and effectiveness of service delivery, with changes being supported by an increasing focus on the rational management model as a basis for improving management in the public sector. This paper is a case study of nine agencies within the Northern Ireland ,family of agencies' and is the first study of its type in the UK. It presents the results of a series of interviews with agency Chief Executives that attempted to identify perceptions with respect to the development, use and impact of mission statements, objectives, targets and performance measures (components of a rational management approach). The main findings of the research include: Northern Ireland Chief Executives perceive an increased focus on quantification since agencification; this focus is viewed as helpful in providing a basis for improving management; systems in practice are considered to be much more flexible than a rigid management model would normally suggest; and, it is thought that the potential adverse consequences of such an approach can be managed. [source] Dynamics of NGO legitimacy: how organising betrays core missions of INGOsPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 1 2008Ringo Ossewaarde Abstract International non-governmental organisations (INGOs) are prominent actors in the international arena, aiming to improve the life of disadvantaged people. However, INGOs often do not succeed in doing this. Consequently, INGO legitimacy is regularly questioned. Increased transparency and tightened accountability mechanisms are often-mentioned solutions to this problem. Based on an analysis of four dimensions of INGO legitimacy,normative, regulatory, cognitive and output legitimacy,we argue that this is not necessarily adequate. We conclude that INGO mission statements create a normative source of legitimacy, but that this, in itself, is not enough to ground INGO legitimacy: it also needs to be institutionalised and organised. However, as a result of power relations and resulting pressures for accountability and transparency, as defined by their external stakeholders, INGOs experience a permanent struggle to reconcile their mission with the requirements for regulatory, cognitive and output legitimacy. The more these stakeholders press for increased organisation of INGO work, the more the pursuit of the core objectives of INGOs is obstructed. We illustrate this argument with the case of the post-Tsunami humanitarian intervention (2004/2005). Copyright © 2008 John Wiley & Sons, Ltd. [source] Shareholders versus stakeholders: corporate mission statements and investor returnsBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 4 2002Mohammed Omran This paper seeks to discover whether companies that adopt a stakeholder approach, and thereby demonstrate a wider remit of corporate responsibility, provide inferior returns to those that embrace the shareholder value approach. To classify approaches, mission statements were analysed, the final sample comprising 32 shareholder oriented companies and 48 stakeholder oriented companies. To assess performance both accounting,based and market,based measures were used. A number of moderating variables were taken into account: systematic (beta) risk, gearing (long,term debt to total long,term finance), tax ratios, and firm size. ANOVA and Kruskall,Wallis tests revealed that mission orientation did not affect performance, whether in terms of stock returns or excess returns. Neither were accounting returns on equity different overall, although shareholder oriented companies experienced wider variations in this measure. A number of multiple regressions were also performed. However, the mission dummy was not found to be a significant variable. [source] | ||||||||||||||||