Mission: a foundational statement that describes the purpose of the university’s existence.

It
answers the questions ‘why do we do what we do' and 'who do we serve'. For AMU, the mission
statement should distinguish us from other universities within the AMU System and highlight
our unique attributes. The mission statement of Arba Minch university is that Arba Minch
University has a mission of offering relevant and quality education and training; conducting
demand driven research and rendering accessible community services.

Vision: an image or description of the university community we aspire to become in the future.
It answers the question, ‘if we can achieve what we want to do, what will we look like in X
years’ time?’ the vision of arba minch university is that Arba Minch University aspires to be a
leading university in Ethiopia, a Centre of excellence in the field of water resources in Africa and
competitive in the world by 2020.

Characteristics of a ‘Good’ Mission Statement

There are no hard and fast rules to developing a mission - what matters most is that is generally
be considered to be an accurate reflection and useful summary of AMU and ‘speaks’ to our
stakeholders. What follows though are some general principles that the university could bear-in-
mind:

1. Make it as succinct as possible. A mission statement should be as short and snappy as

possible - preferably brief enough to be printed on the back of a business card. The detail which
underpins it should be mapped out elsewhere.

2. Make it memorable. Obviously partially linked to the above, but try to make it something
that people will be able to remember the key elements of, even if not the exact wording

3. Make it unique to you. It's easy to fall into the 'motherhood and apple pie' trap with generic
statements that could equally apply to any institution. Focus on what it is that you strive to do
differently: how you achieve excellence, why you value your staff or what it is about the quality
of the student experience that sets you apart from the rest.

4. Make it realistic. Remember, your mission statement is supposed to be a summary of why

you exist and what you do. It is a description of the present, not a vision for the future. If it bears
little or no resemblance to the organization that your staff know it will achieve little.

5. Make sure it's current. Though it is not something which should be changed regularly,
neither should it be set in stone. Your institution's priorities and focus may change significantly
over time - perhaps in response to a change of direction set by a new, or major changes in
state/federal policy. On such occasions the question should at least be asked: 'does our current
mission statement still stand?

Characteristics of a ‘Good’ Vision Statement

There is no one formula to develop a vision. What matters is its appropriateness to AMU and the
direction it sets for the institution. There are though some general principles that may be helpful
to the university;

1. Be inspirational. The vision statement is supposed to challenge, enthuse and inspire. Use
powerful words and vivid phrases to articulate the kind of institution you are trying to become.
This is your chance to lift your institution's gaze above the grind of day-to-day gripes and
problems and to focus attention on 'the bigger picture' and the potential rewards that await

2. Be ambitious. If you set your sights on being 'within the top 10' the chances are that the best
you will come is 10th. If your real aim is to hit the top 5, why not say so and go for broke? What
targets you set and how high you aim will, in themselves, also say something about you as an
organization. Ambitious, perhaps even audacious targets will help create the impression of an
organization that is going places, that aims high and demands high standards from its staff and
students in a way that comfortable, 'middle-of-the-road' benchmarks will not

3. Be realistic. This may sound odd following on immediately from a call to 'Be ambitious',
perhaps even contradictory, but it is an important part of the balancing act that is required. For
just as the purpose of the vision is to inspire and enthuse, it is equally important that this
ambition is tempered by an underlying sense of realism. People need to believe that what is
envisaged is actually achievable; otherwise there is no reason for them to believe or buy in to it.
It is perfectly possible to be both ambitious and realistic and it is through successfully marrying
these two forces that the best vision statements will be formed. Stating that you will become
'ranked in the top 3 in the student satisfaction league table within 5 years' may be both ambitious
and realistic if you currently sit at number 7, but sound far less convincing if you currently reside
at number 57

4. Be creative. Albert Einstein once said that 'imagination is more important than knowledge.'1
Of course, there is nothing wrong with saying that you will 'deliver world-class learning and
teaching standards but it is probably a safe bet that at least a dozen other institutions will be
saying the same thing. Just as a commercial company may need to think creatively in order to
identify gaps in the market, so too you may need to think imaginatively about what your vision is
and how you describe it to help stand out from the crowd

5. Be descriptive. Unlike with your mission statement, there is no pressure to pare your vision
down to the bone. Of course you want to be concise (indeed many of the best examples of
memorable visions to tend to be so), but there is no need to enforce an arbitrary limit on its
length. Take as much space as you need to get your vision across

6. Be clear. As with your mission statement it pays to avoid jargon, keep sentences short and to
the point and use precise, uncluttered language. Otherwise you risk diluting or losing your
message amongst the background 'noise'

7. Be consistent. Though bearing in mind their different purposes, there should still be an
element of continuity between your mission and vision statements, or at least some careful
thought and discussion given as to why this is not the case. At the same time, the vision need not
be constrained by the current remit of the mission. Perhaps the institution is keen to explore new
areas in the future: to become the region's conference venue of choice, for example, in which
case this would need to be reflected in the mission statement in due course.
3, Discusses the different types of organizational structure and how to implement their
organizational strategy?

Types of Organizational Structures

Functional Structure

Four types of common organizational structures are implemented in the real world. The first and
most common is a functional structure. This is also referred to as a bureaucratic organizational
structure and breaks up a company based on the specialization of its workforce. Most small-to-
medium-sized businesses implement a functional structure. Dividing the firm into departments
consisting of marketing, sales, and operations is the act of using a bureaucratic organizational
structure.

Divisional or Multidivisional Structure

The second type is common among large companies with many business units. Called the
divisional or multidivisional (M-Form) structure, a company that uses this method structures its
leadership team based on the products, projects, or subsidiaries they operate. A good example of
this structure is Johnson & Johnson. With thousands of products and lines of business, the
company structures itself so each business unit operates as its own company with its own
president.

Divisions may also be designated geographically in addition to specialization. For instance, a

global corporation may have a African Division and a Asian Division.

Team-Based

Similar to divisional or functional structures, team-based organizations segregate into close-knit

teams of employees that serve particular goals and functions, but where each team is a unit that
contains both leaders and workers.

Flat (Flatarchy) Structure

Flatarchy, also known as a horizontal structure, is relatively newer, and is used among many
startups. As the name alludes, it flattens the hierarchy and chain of command and gives its
employees a lot of autonomy. Companies that use this type of structure have a high speed of
implementation.

Matrix Structure

Firms can also have a matrix structure. It is also the most confusing and the least used. This
structure matrixes employees across different superiors, divisions, or departments. An employee
working for a matrixed company, for example, may have duties in both sales and customer
service.

Circular Structure

Circular structures are hierarchical, but they are said to be circular as it places higher-level
employees and managers at the center of the organization with concentric rings expanding
outward, which contain lower-level employees and staff. This way of organizing is intended to
encourage open communication and collaboration among the different ranks.

Network Structure

The network structure organizes contractors and third-party vendors to carry out certain key
functions. It features a relatively small headquarters with geographically-dispersed satellite
offices, along with key functions outsourced to other firms and consultants.

Benefits of Organizational Structures

Putting an organizational structure in place can be very beneficial to a company. The structure
not only defines a company's hierarchy but also allows the firm to lay out the pay structure for its
employees. By putting the organizational structure in place, the firm can decide salary grades and
ranges for each position.

The structure also makes operations more efficient and much more effective. By separating
employees and functions into different departments, the company can perform different
operations at once seamlessly.

In addition, a very clear organizational structure informs employees on how best to get their jobs
done. For example, in a hierarchical organization, employees will have to work harder at buying
favor or courting those with decision-making power. In a decentralized organization, employees
must take on more initiative and bring creative problem solving to the table. This can also help
set expectations for how employees can track their own growth within a company and emphasize
a certain set of skills—as well as for potential employees to gauge if such a company would be a
good fit with their own interests and work styles.