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Definition
| Attempts to capture the organization's distinctive purpose or reason for being |
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Definition
| Creates a mental image of what the managers, employers, physicians, patients and other stakeholders want the organization to be when it is accomplishing its purpose or mission. The organization's hope for the future. |
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| The principles that are held dear by members of the organization. These are guiding principles the managers and employees will not compromise while they are in the process of achieving the mission and pursuing the vision and strategic goals. |
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Definition
| The overarching end results that the organization pursues to accomplish its mission and achieve its vision. |
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| Hopes for higher levles of performance that are inspiring although they cannot yet be achieved. |
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| A cheerleader who holds on to the vision even when others lose hope. |
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Definition
| The organization that enters into a new market first is able to build a reputation for pioneering and market position can be more easily established. |
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| Organizations that seek first- mover advantages |
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| The disadvantages of entering into a new market first which includer making mistakes that other can learn from and greater uncertainty since the demand for the service has not been proven. |
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Term
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Definition
| The things that organizations must do in order to achieve hihg performance. These include: ability to serves entire market, strong information systems, lowest cost structure, ability to replicate services in other geographical markets, and ability to accept near-term risks. |
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Term
| Philanthropic governing boards |
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Definition
| Larger and more diverse members to gain as much community representation as possible. |
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Term
| Corporate Governing Board |
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Definition
| A smaller board composed of invdividuals who posses expertise that will aid the organization in accomplishing its strategic goals. |
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