So far in this series, we have explored the importance of creating a mission statement (which provides the organization with a clear meaning and purpose), developing a vision statement (which provides personnel direction in the form of a mental picture of what the organization wants to achieve at some point in the future) and identifying the organizations’ core values (the principles, beliefs and philosophy by which the organization will operate).
We also pointed out that the vision, mission and core value statements need to be more than something just hanging on the walls of the office, printed in the organization’s literature, and talked about in new employee orientation. All three must be implanted in the hearts of the organization’s employees and the decisions being made must be made on the basis of whether the decision is consistent with the organization’s values, will help the organization accomplish its mission and enable it to achieve its vision.
With the vision, mission and core values as the foundation upon which the new culture will be built, the administrator needs to understand that changing an organization’s culture occurs in three ways:Hiring and keeping team members who buy-in to the organization’s mission and vision and share the organization’s core values. In selecting employees, administrators must focus on doing more than screening for skills, knowledge and abilities required to do the job. They must also screen for organizational fit. Employees who share the same values, and buy-in to the organization’s vision and mission and who feel valued as employees will help shape the organization’s culture by serving as examples to other employees.