Mission and vision statements
Mission and vision statements
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Criteria for vision statements
The benefits of vision statements can be a strong motivation for people to reprioritize their resources and activities. Vision statements are advantageous for some of the following reasons such as empowering individuals. It focuses energy for greater efficiency and effectiveness; it establishes meaning for today, raises the excellence standard and creates hope for the future. In addition, it brings unity to society, raises the level of commitment, offers a sense of continuity, and brings positive change. Developing a good vision statement is, however, not an easy task. The following is a list of five criteria to developing a vision statement for organizational or personal purposes.
Before developing a vision statement, it is crucial for one to ask a number of questions including what will the business look like in say 5 years from now? What future consumer needs does the company need to meet? What new things does the business intend to pursue? (Swansburg & Swansburg, 2012). These are crucial as they relate to the criteria and guide the business operations towards achieving its goals.
1. Future casting
2. Audacious
3. Motivating
4. Purpose-driven
5. Inspiring and Capitalizes on Unique Competencies
Evaluation of Criteria using the vision statement of Kraft Foods Group, Inc
Vision Statement – to make a legacy
1. Future casting
In this case, the individual or the organization should ensure that the vision statement offers a strong picture of what the business will appear like in the next 5 years. In simple terms, this criterion states that the vision statement should be a picture of the organization’s future.
2. Audacious
This criterion suggests that the vision statement should represent a dream which is beyond what people think is possible. In addition, it should represent the peak of where the organization is going.
3. Motivating
The vision statement should clarify the track in which the organization should move, as well as, the future direction the organization is headed. In addition, the vision statement should clarify the focus of customer that the organization should have and the market position the organization should attempt to occupy (Swansburg & Swansburg, 2012). The statement should clarify the operations or business activities that the organization pursues. Also, it should set clear the capabilities that the organization plans to develop.
4. Purpose-Driven
The vision statement should give the organizational personnel with a broader sense of purpose. It should also be worded in such a manner that the employees see themselves as doing something rather than just being passive in the organization.
5. Inspiring
The vision statement should be worded in a language that is engaging and inspires people. It should also create a clear image in individual’s minds that provokes excitement and emotion. It should create enthusiasm and create a challenge which engages and inspires people in the organization.
6. Capitalizes on Unique Competencies
The vision statement should build on the organization’s core competencies. It should also build on its history, strengths, unique capabilities, assets and resources, and customer base. Based on the points evaluated, Kraft’s vision meets the criteria.
Criteria for mission statements
Every organization across the globe is supposed to and should have a mission statement that is the heart of the vision of the business and serves as a guide of a business’s operations as a whole. Coming up with a good and captivating mission statement is not, however, an easy task and there have been large organizations spending a lot of money in marketing and paying agencies responsible for crafting and developing their mission statements. The following is the criteria for developing effective and good mission statements.
1. Informative
2. Simple
3. Memorable
4. Achievable
5. Employee Buy-In
Evaluation of Criteria using the mission statement of Kraft Foods Group, Inc
Mission Statement – to be the best food and beverage firm in North America
1. Informative
An effective mission should express the overall organization’s goal, providing insight into the notion that guides each decision and project. In addition, it should communicate the core of what the company does without being exceptionally specific. The informative concept or aspect of the statement is especially crucial for businesses that are unique with an aim that is not readily apparent (Harrison, 2012). The mission statement should offer a balance of providing inspiration and clarifying the purpose of the organization’s field.
2. Simple
Too much detail in mission statements can dilute the overall significance or meaning. In developing the mission statement, one should capture the essence of the organization in as few words as possible (Welch and Welch, 2008). This is because too much detail may make the statement vague. The language used should be concise and clear. Distilling the character, values, and goals of the organization into one or two sentences may not be a simple process and frequently takes a considerable amount of discussion and time.
3. Memorable
A mission statement can assist in guiding the employees’ and decision makers’ actions. However, this can only be achieved if it can be easily remembered. In order to make the mission statement easily remembered or memorable, it is advised to use descriptive words that are able to inspire action (Welch and Welch, 2008). For instance, a green engineering organization might state a mission that reads ‘to offer sustainable, innovative engineering solutions’. The organization’s employees can use the statement as a guiding standard in developing innovative, environmentally friendly engineering whereas customers will understand the moral underpinnings and the basic services of the firm.
4. Achievable
Even though it can be tempting to develop a grand mission statement, it is always good to develop one that can be achieved and measured. A powerful mission statement offers employees something tangible to work on, as well as, a larger objective to work toward. It establishes a balance between what one can do and what he or she is doing.
5. Employee Buy-In
For a mission statement to be embraced by the whole organization, it should get employee buy-in at all organizational levels. To ensure that employees follow the statement, one should perform an organization-wide review at all levels. Feedback should be taken seriously as this allows employees to add what they think and develop a sense of ownership that strengthens the ultimate mission statement (Swansburg & Swansburg, 2012). Based on the points evaluated, Kraft’s mission meets the criteria.
Comparison
Based on what has been outlined, it is evident that a vision statement highlights where a company wishes to be and communicates the values and purpose of a business. The mission statement, on the other hand, is concerned with getting an organization to where it wants to be. In addition, it defines the primary objectives and purpose associated with team values and customer needs (Harrison, 2012). A vision statement answers questions on where a company aims to be as the mission statement answers questions on what a firm can do to make themselves different. A vision statement is concerned with the future of the company while a mission statement is concerned with the present that leads to the firm’s future. A vision statement outlines where a company sees itself from now and inspires people to offer their best. It shapes the comprehension of why employees work there (Harrison, 2012). The mission statement list the broad objectives fro which the organization is established. It defines the key actions of the success of the organization. The main audience is the stockholders and leadership team. The mission links the vision, customer needs, and core values of the organization. The vision speaks of what the company represents.
References
Harrison, J. S. (2012). Foundations in strategic management. Cincinnati: South-Western.
Welch, J., & Welch, S. (2008). State your business: Too many mission statements are loaded with fatheaded jargon. Play it straight.Businessweek, 4066 (80). Retrieved on November 6, 2012, from http://www.businessweek.com/stories/2008-01-02/state-your-business
Swansburg, R. C., & Swansburg, R. J. (2012). Introduction to management and leadership for nurse managers. Boston: Jones and Bartlett.
