Mission and vision

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Mission and vision


Mission is an organisation’s rationale for existing at all, long-term strategic direction and values; its basic function in terms of the products and services the organisation produces for its clients.

Mission describes the organisation’s basic function in society, in terms of the products and services it produces for its clients (Mintzberg).

Vision is what we are aiming for.

Values are how we should behave.

In a sense of mission two alternative ways of looking at a mission include:

– The strategy school views mission primarily as a strategic tool, an intellectual discipline which defines the business’s commercial rationale and target market. It is the first step in strategic management. It exists to answer two fundamental questions: what is our business? And what should it be?

– A mission is a cultural glue that enables an organisation to function as a collective unit. It is a set of values rather than a description of ultimate commercial goals.

A broader definition includes four elements:

Purpose. Why does a company exist, or why do its managers and employees feel it exists?

– To create wealth for shareholders, who take priority over all other stakeholders;

– To satisfy the needs of all stakeholders;

– To reach some higher goal. This element includes both operational and non-operational goals.

Strategy. This provides the commercial logic for the company and so defines:

– The business the company is in;

– The competences and competitive advantages by which it hopes to prosper.

Values. These relate to the organisation’s culture, and are the basic, perhaps unstated beliefs of the people who work in the organisation. Mintzberg defines values as ideology, a means of control through shared beliefs. A sense of mission/emotional bond is where employees’ values coincide with organizational values.

Policies and standards of behaviour. Policies and strategy need to be converted into everyday performance. In service businesses, this includes simple matters.

For there to be a strong sense of mission, the elements above must be mutually re-inforcing. Strategy and values unite in policies and standards of behaviour.

Some people are sceptical about mission because it is emotional and not a wholly objective concept.

Values and feelings are integral elements of consumers’ buying decisions. Therefore there is no reason always to exclude these matters from a company’s decision-making processes further up the line.

Most studies into organisation behaviour show that employees are motivated by more than money. A sense of mission and values can help to motivate employees.

Many organisations take the cultural aspect of mission seriously.

Mission fuels success for the following reasons:

– Loyalty and commitment. A sense of mission is felt by employees who are willing to sacrifice their own personal interests for the good of the whole. This has to be reciprocated by company loyalty to its staff.

– Guidance for behaviour. A sense of mission helps create a work environment where there is a sense of common purpose. In matters of ethical conflict, dissonances between the organizational values and personal values are hard to resolve if a person’s values differ from the organisation’s.

Strong values can be dangerous.

– They can filter out uncomfortable environmental information;

– They can delay necessary decision-making.


A strategic thinker should have a vision of what:

– The business is now;

– It could be in an ideal world;

– The ideal world would be like.

A vision gives a general sense of direction to the company, even If there is not too much attention to detail. A vision enables flexibility to exist in the context of a guiding idea. It is the orientation point that guides the company in a specific direction. A vision should be clear.

A vision is a view of the future state of the organisation/industry. It is encapsulated in a vision statement.

The differences between mission and vision are as follows:

– Mission is about the here and now, whereas vision refers to the future;

– A vision which is too vague, and too far removed from current activities, will fail to motivate, whereas a mission is designed to motivate;

– A vision, if achieved might lose its motivating power, unless it can be reinvented;

– Some visions fail to take into account the pragmatic realities;

– Visions can and do go out of date.

Mission statements

Mission statements are formal documents, which might be reproduced in a number of places. There is no standard format.

Most mission statements will include the following:

– Identify the persons for whom the organisations exist;

– Nature of the firm’s business;

– Ways of competing;

– Principles of business.

According to Guy Kawasaki good mission statements exhibit three qualities.

– Brevity. Brief and simple mission statements are easy to understand and there is also evidence of clear thinking;

– Flexibility. Flexible mission statements can last a long time;

– Distinctiveness. Distinctive mission statement is a powerful tool to help enable an organisation to change to become more market-oriented.

Problems with mission

– Ignored in practice;

– Public relations;

– Post hoc;

– Too full of generalisations.

Certain goals which organisations pursue may undermine mission, because mission becomes subordinate to them. These include:

– Survival;

– Efficiency;

– Control;

– Growth.

These goals are interrelated. Growth brings efficiency. Growth does not always benefit shareholders and fulfils the mission but not always.

Enforcing mission

Mission can be enforced in the following ways:

– Formal imposition;

– Shared values;

– Value system/culture.

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Missjoni u l-viżjoni


Missjoni huwa organisationâ € ™ s ħsieb wara eżistenti fil-livelli kollha, id-direzzjoni u l-valuri strateġiku fit-tul; funzjoni bażika tiegħu f’termini tal-prodotti u s-servizzi l-organizzazzjoni jipproduċi għall-klijenti tagħha.


Missjoni jiddeskrivi l organisationâ € ™ s funzjoni bażika fis-soċjetà, f’termini tal-prodotti u s-servizzi li tipproduċi għall-klijenti tagħha (Mintzberg).


Viżjoni huwa dak li aħna qed jimmiraw għall.


Valuri huma kif aħna għandhom iġibu ruħhom.


F’ċertu sens tal-missjoni żewġ modi alternattivi ta ‘kif inħarsu lejn missjoni jinkludu:


Il-missjoni istrateġija fehmiet iskola primarjament bħala għodda strateġika, dixxiplina intellettwali li jiddefinixxi l businessâ € ™ s kummerċjali raġuni fundamentali u l-mira tas-suq. Hija l-ewwel pass fil-ġestjoni strateġika. Hija teżisti biex twieġeb żewġ mistoqsijiet fundamentali: dak huwa negozju tagħna? U liema għandu jkun?

– Missjoni huwa kolla kulturali li tippermetti organizzazzjoni li jiffunzjonaw bħala unità kollettiva. Huwa sett ta ‘valuri aktar milli deskrizzjoni tal-għanijiet kummerċjali aħħarija.


Definizzjoni usa tinkludi erba ‘elementi:


Skop. Għaliex ma ‘kumpannija teżisti, jew għaliex maniġers u l-impjegati jħossu dan jeżisti?


– Li jinħoloq il-ġid għall-azzjonisti, li jieħdu prijorità fuq kull partijiet interessati oħrajn;

– Biex jissodisfa l-ħtiġijiet tal-partijiet interessati kollha;

– Biex jintlaħaq xi għan ogħla. Dan l-element jinkludi kemm l-għanijiet operattivi u mhux operattivi.


Istrateġija. Dan jipprovdi l-loġika kummerċjali għall-kumpanija u għalhekk jiddefinixxi:


In-negozju tal-kumpanija hija;

Il-kompetenzi u l-vantaġġi kompetittivi li bih tittama li jirnexxu.


Valuri. Dawn għandhom x’jaqsmu mal-organisationâ € ™ s-kultura, u huma l-bażiċi, twemmin forsi mhux dikjarata tal-persuni li jaħdmu fl-organizzazzjoni. Mintzberg tiddefinixxi valuri kif ideoloġija, mezz ta ‘kontroll permezz ta’ twemmin komuni. Sens ta ‘missjoni / bond emozzjonali huwa fejn il-valuri ™ employeesâ € jikkoinċidu mal-valuri ta’ organizzazzjoni.


Politiki u l-istandards ta ‘mġiba. Politiki u ħtieġa istrateġija li għandha tiġi konvertita prestazzjoni ta ‘kuljum. Fl-negozji tas-servizz, dan jinkludi kwistjonijiet sempliċi.