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Mission, Vision, Values, & Managment In today's post-recession workforce, gaining employment is so difficult that once hired, life has new meaning. The mission, vision, and values may mean different things to managers. With a closer look into an organization, from the newest employees up to the experienced senior management, it is found that many of the staff members do not have knowledge enough to recall the mission and vision statement. The military is used as an example, setting the standard for other public and private entities. In this case, let's examine a human resources unit in the United States Air Force. The Air Force Civilian Services mission and vision statement aim to "provide elite administrative, operation and technical support for the Air Force vision; Global vigilance, reach, and power" ('Our Mission & Vision', 2016). The mission and vision statement must work together to meet the organizational goals. In examining the core competencies, one must consider the true definition and rationale. Also, the Air Force has a set of strategic goals that determine the long-range direction of the organization. The attitudes, behaviors and goals of each Air Force civilian in the group are meant to demonstrate alignment with the vision, mission, values, and competencies. For a company to manifest values and a culture that leads to success, these vital mantras must be reiterated, exercised, memorized, and done by all employees. Mission Statment There is a constant need for clarity and guidance in the workplace. Within the human resources of the Air Force organization, there is lots of confusion regarding the vision and mission statement. The Air mentioned above Force civilian services vision statement declared aspirations of providing the best possible support in operational, technical, and clerical endeavors. The mission statement is a bit different in that is used to motivate and steer the employees, and to anchor one shared ambition the standards for the entire Air Force civil service. There are still disputes among various among the workforce as to what they believe is the right interpretations of the vision and mission statement. The vision statement for the Human Resouces Department is meant to attract, engage, stimulate, and retain talent. As newly arriving millennials take over the workforce, new ideas and processes are being ushered in, changing the traditional way the organizational culture has been in the past. According to Arun, Sekhri, the biggest difference between the mission and the vision is that the mission statement is to be used in present times while the vision statement is for the future (Sekhri, 2016). It has also stressed that when managers know and actively engulf their team in the missions, vision, and values, increases in productivity occur. Engaging subordinates and cohorts alike in the company's ambitions makes implementing the strategic plan with greater success (Evans, 2010).

Core Competencies

In the Air Force organization, the most import competencies are to maintain the ability to respond to the clients and the uphold the expertise to anticipate the customer's needs. The skill to understand documentation when making the right decisions is also imperative. The managers must be well-informed, have high ethics, and be well-versed in conflict resolution. With the constant expanding of available technology, knowing the proper way to manipulate the computers and information systems is also integral. The Air Force civil service refines the mission statement in accordance to the changing economic realities. The Air Force civil service also anticipates any unexpected or possibly unforeseen changes for the clientele that it services. For example, the air force strives to provide and improve various customer services contiguously in alignment with predicted calculations as it pertains to civilians and active duty alike and their future. The HR department provides thorough customer support for both service members and civilians in hopes of exceeding expectations and ensuring easy transitions and smooth progressions. The Air Force Defines technical and nontechnical competencies that aid in setting the pace and the flow.

Strategic Goals

For an organization to meet the intentions outlined in the vision, a step by step set of objectives must be defined. In the human resources (HR) services division of the Air Force, the Department provides many functions encompassing the entire HR paradigm including traditional recruitment and placement, classification, benefits, development, employee and labor relations, and HR information systems for the military and civilians. Different talents pools exist in the organization with the right mix of people which determine the personnel policies to help retain the employees to meet the organizational goals(Dempsey, 2006). In the strategic planning process, four steps are aligned. Strategies and practices with the organizational goals and the air force priorities, identify what works better to implement the best practices; to include supporting the missions goal ('Our Mission & Vision,' 2016). For example in Hr for the Air Force managers are focusing on giving the employees more choices and alternatives like working from home vise in the office when performing well. The employee feels like there is a choice they are more willing to work harder, communicate, and become top performers. Employees value their positions therefor being more accountable and motivated to have that opportunity to work from home. The organization is buliding a culture that embraces performance. Employees also feel valued and appreciated.

Behavior and Bussiness Goals

The most important things to understand in any task are the leading questions, Who, What, When, Where, and Why. In working towards a common goal, each Air Force member or airman must realize that there are constant changes in what they do, in for whom the task performed, when they do things and how they do what must be done. By understanding that every situation is different, this will motivate the employees to grow the business faster and more successfully. By understanding that by the employees knowing the mission, it will give them a better perspective on how their job contributes to achieving it, which can increase engagement, retention, and productivity (Evans, 2010). The air force provides behavior leadership courses to the employees so they can know what to expect when working with others this also helps when meeting the organizational goals. The air force goals aligned with the vision, mission, values. Striving for excellence by providing the employees with opportunities to grow professionally, provide benefits, and state of the art technology ('Our Mission & Vision', 2016). The air force expects it's civilians too, "work to live" not "live to work." In building an organizational culture. Organization culture is important because the corporate culture is what sets the standards for the organization. It is one of the essential components of a highly successful organization. We can define organizational culture as the set of shared beliefs, truths, assumptions, and values that operate in groups. Organization's culture apparently affects both work and personal lives of the organization's employees. Organizational Culture is important because it helps build unity, loyalty, friend completion, identity for an organization (Lowe, Kayla).

Summary

In conclusion, to become an efficient organization, managers must take a closer look at the organization they are working for from the newest employees up to the experienced senior managers. The military is constantly used as an example, setting the standard for other public and private entities. In this, the examination of the human resources department for United States Air Force found that the vision statement aims to "provide elite administrative, operation and technical support for the Air Force: Global vigilance, reach, and power ('Our Mission & Vision,' 2016). The mission and vision statement work together to meet the organizational goals. In examining the core competencies and the strategic goals all os which come into alignment when working toward the Air Forces mission and vision. Also, the Air Force has a set of strategic goals that determine the long-range direction of the organization. The attitudes, behaviors and goals of each Air Force civilian in the organization are meant to demonstrate alignment with the vision, mission, values, and competencies. For a company to manifest values and a culture that leads to success, these very important mantras must be reintegrated, exercised, memorized, and followed by employees and management. The behavior and the business goals for the airforce civilians all are striving to be met building a high organizational culture that makes the mission and vision statement come to life.

References
Dempsey, K. (2006) ‘Getting in tune with business goals (HR and business strategy)’,Strategic Direction, 22(10). doi: 10.1108/sd.2006.05622jad.001.
Evans, J. (2010). Vision and Mission - What's the difference and why does it matter? . Retrieved from http://wwhttps://www.psychologytoday.com/blog/smartwork/201004/vision-and-mission-whats-the-difference-and-why-does-it-matter?&session-id=4fc7177def3310d9b8b4ca7bdb9844f9
Lowe, K. (n.d.). The Importance of Culture in Organizations. Retrieved July 01, 2016, from http://smallbusiness.chron.com/reorganizations-22203.html
Our Mission & Vision. (2016). Retrieved from https://afciviliancareers.com/content/our-mission-vision
Sekhri, A. (2010). Human Resource Planning and Audit (1). Mumbai, IN: Himalaya Publishing House. Retrieved from http://www.ebrary.com

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