Determining the degree of shared interpretation of mission statements on managerial and non-managerial levels in Robert Bosch Inc.

• Main Authors: De Chavez, Monica Kezhia, Go, Marilou, Mago, Chiara Marie, Valente, Krizcia
• Format: text
• Language: English
• Published: Animo Repository 2010
• Subjects: Communication in organizations; Communication in management; Personnel management; Organizational effectiveness; Teams in the workplace; Brand name products xManagement
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/14508
• Institution: De La Salle University

Several researches have proved that mission statements serve a vital role to the success of companies. However, managers and their subordinates sometimes fail to share same interpretations with each other, producing gaps and thus accomplishing varied goals as opposed to working as one team and aiming at one common goal. This paper embarks upon determining whether managerial and non-managerial employees of Robert Bosch Inc. has this level of sharedness in terms of how they interpret their company's mission statement and to what degree they share these interpretations with each other. By means of a survey, the group was able to gather the data needed to determine and measure the sharedness that exists between the two levels of employees. Likewise, an interview was also conducted in order to get more thoughts from some of their employees and further decipher what the reasons are for the results that were gathered. By means of a semantic network analysis, the group was able to determine whether a sense of sharedness really exists on how managers and their associates interpret their mission. An equation specially formulated to determine the strength or tie between the interpretations of these two levels of employees, on the other hand, was utilized to address the second objective of this paper. As a result, the group concluded that managerial and non-managerial employees in Robert Bosch Inc. do have a sense of sharedness and are highly linked to each other at 73% in terms of how they interpret their mission statement. As suggested by the interviewees, the company always does make it a point to expose their employees to their mission, but disparities in terms of how these employees interpret this information are quite inevitable. With this, the group recommends that companies ensure that managers and their associates maintain a high sense of sharedness by making it clear to every employee where they want to be and which path they want to tread on. It is also recommend that companies continue implementing orientation and other similar seminars as it greatly helps in establishing the real meaning of a company's mission statement. Finally, it would be more practical for international companies to formulate regional mission statements to suit the conditions in the host country.