The Agency Context, Its Business, Quality and Mission Statement

By: Olivia Hunt

Agency to provide service has been the key features of the globalized economy of the late twentieth century and early twenty-first century. The trends have influenced and reflected the economic reform of operation procedures in an aggressively competitive environment. The OCC ranked fourth out of 222 agency subcomponents in the survey of more than 221,000 randomly selected federal employees, by the Partnership for Public Service and American University. Among financial regulators, only the Securities and Exchange Commission - which ranked third out of 30 large agencies - scored similarly.
Since the steady crescendo of expansion after World War II, American mission agencies have been awash in an environment of change. Most mission agencies have experienced one or more rise-and-fall cycles of available candidates, funds, and deployment opportunities. In fact, there are similarities from one agency to another, although the ebb and flow must be explained by the particulars of local agency's mission.

My missionary organization is to be inspired into creative ventures under similar job recruiting services.
Characteristics of given socio-political environment and increasingly turbulent patterns of ethical welfare, the agency helps the community, provides suitable job seeking skills, and grants support for unemployment people, as well as appropriate skills required from corporations. Emphasizing on the organizational vision, organizational leadership and organizational identity, the agency has designed a framework to guide into effective performance and its mission. Clearly, new models of "missionary" are demanded. New understandings of the relationships and roles of outsiders in a more tribalized world are needed. The mission of my agency may be challenged to resist, ignore, or explain away the evident needs for changing recruitment practices, presumptions about styles of evangelization and church planning and deployment standards.
To draw some useful generalizations and on the purposes that most commonly undertaken by the agency, assess the changing characteristics of the socio-cultural contexts of missions and understand how the agency is related to current situations in our work will be important. The global scope and the necessity of a serving posture properly reflected in the managerial decisions about missionary deployment. The agency has taken the business role and communication in the community, representing and advocating for the best interests of the mission in the community, and the agency itself, these following criteria will help assess the agency performance.

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