This book examines concepts of institutional mission in the context of British further and higher education (F/HE), especially in incorporated further education and "mixed economy" F/HE establishments previously under local education authority control. It urges adoption of participative methods of mission establishment, procedures for operationalization, and autonomy for significant groupings within the institution, and establishes a rationale for the adoption of strategic perspective. Part 1 analyzes the mission concept. Chapter 1 considers the concept of institutional mission; chapter 2, why the concept of mission has become important to the F/HE sector; chapter 3, the process of establishing a mission statement; and chapter 4, claims for mission. Part 2 reviews several methods of mission development. Chapter 5 examines mission establishment by interest groups and the impact of the process on college staff; chapter 6 examines stakeholder views of the nature of mission; and chapter 7 presents a workshop method of mission development that maximizes staff involvement. Part 3 focuses on strategic approaches to management of F/HE. Chapter 8 describes a method of operationalizing mission in Australia through strategic planning. Chapter 9 summarizes the discussion on mission and proposes a strategic management model for managers in F/HE. (Contains approximately 100 references.) (DB)