Mission, Vision, and Values Paper

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Auto Damage Department for GEICO

            The Government Employees Insurance Company is often referred under its acronym which is GEICO and is an American insurance company mainly specializing in Auto. The company is owned wholly by Berkshire Hathaway. The company has managed to offer coverage to many cars and as per the records in 2008 it had managed to insure over 10 million cars ranging from motor cars, trucks and commercial cars and policy holders are estimated to be over 9 million. The company offers it services to all the states in the Unites states of America except the state of Massachusetts. The paper will be specifically looking at the Auto Damage Department of the GEICO (Jeremy, 2008).

The Auto damage department of the GEICO is usually managed and run by the Auto Damage Adjustors who represent the company in the eyes of the customers. These associates are dedicated to the company and have been entrusted to undertake responsibility towards the company. The main responsibilities of the department together with its employees include: Handling claims ranging from minor accidents to large damages caused by major accident such as floods, disasters and hurricanes. The department deliver on their promise by providing the best claims service in the industry and always been ready to serve their customers by being there for them when they need them. The department also has the responsibility which is motivated by opportunity usually based on the performance of the company and the department to advance themselves into positions of greater responsibility (Jeremy, 2008).

The mission statement Auto damage department is to always be there for their clients whenever they need. This is achieved by Auto adjustors all over the country always being ready to handle claims whenever they arise. The Auto Adjustors will always remain ready and in areas where necessary in order to take care of all its clients and every GEICO customer (Jeremy, 2008).

The vision statement of the department is to be the biggest player in the U.S market offering coverage to as many people as possible and giving customers’ solutions to their auto insurance needs (Jeremy, 2008). This vision statement is achieved through continued quality service in order to maintain clients, innovative products to attract potential customers and intensive marketing in order to popularize their services to clients.

The mission statement is mainly addressed at the employees of the department mainly the Auto Adjustors. The mission statement should always be concise and to the point. The mission statement should reflect the company’s business strategy and focus on the customer by serving their needs. The mission statement guides the department in knowing what they need to do. It spells the roles of members of the department towards achieving overall goals. It guides members in carrying out their obligations as it spells out how the department intends to achieve its goals. It also dictates who will be responsible in carrying what functions in relation to how the department plans to achieve its objectives and goals (Abromovitz, 1998).

The vision statement is mainly concerned with how the company will be in the future. It will be responsible in stretching the department’s capabilities and efforts in achieving this ambition. The vision statement will dictate what needs to be done for the benefit of the company in the long run. It will dictate the necessary steps as well as monitor the activities of the department to ensure they are directed towards future development.

The organizational values distinguish the company from others. The values of the department define the unique principles and factors that distinguish the department from others. It also dictates and guides the department towards achievement of its objectives. These values are core to the department and should always be regarded.

In light of the new strategy certain factors that relate to strategic management need to be regarded. This include: Organizational structure very many factors within the organization such as leadership, decision making, communication and general flow of information. Organizational structure will be very instrumental and strategic towards how the department achieves it objectives (Abromovitz, 1998). If favorable it increases effectiveness and efficiency. Organizational culture should also be considered to ensure strategy is maintained. It defines the uniqueness of the department towards the achievement of it objectives. It is responsible for the shared practices which are unique and work for the department towards achievement of its objectives.

New strategy may affect leadership in the sense that it may decide to change the leadership within the department. The current leaders may not be effective and thus there may be need to come up with new leadership. It may also affect leadership by influencing leadership styles. The department may adopt a different kind of leadership which will be believed to achieve more effectiveness and efficiency at the same time. Such an example may be the change from a delegate kind of leadership within the department to a more authoritative kind of leadership (Saloner, Shepard & Podolny 2001).

Changes in culture may be evidenced when new practices may be required to be adopted and old ones need to be adopted.  The new strategy will generally be required to emphasize more on the need for culture. It is seen that the new strategy will cultivate more on the culture of the department such maintenance of highly qualified employees, need to enhance communication and flow of information through dialogues and daily meeting (Saloner, Shepard & Podolny 2001).

The outcomes will definitely affect stakeholders especially the employees who will be required to adjust to the new changes imposed by the strategy. Some of the requirements of the new strategy are quite demanding that previously and so will require employees to be more diligent and more focused to ensure that it succeeds.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Abromovitz, L., (1998), Insuring Quality: How to Improve Quality, Compliance, Customer Service, and Ethics in the Insurance Industry, CRC Press

Jeremy, S., (2008) Auto Damage Adjustor, Retrieved March 10, 2009 from www.geico.com

Saloner, G., Shepard, A., & Podolny, J., (2001), Strategic Management,  John Wiley

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