Mission and Vision Statements

Mission and vision both relate to an organization’s purpose and are typically communicated in some written form, that answer questions about who they are, what do they value, and where they are going, (Carpenter, Bauer, Erdogan, N.D). Servant leadership is based on the premise that leaders who are best able to motivate followers are those who focus least on satisfying their own personal needs and most on prioritizing the fulfillment of followers’ needs (Greenleaf, 1970). Mission/Vision Statements go together with the type of leadership that is chosen to run the business or organization. Servant Leadership is like benevolent leadership, in the way that leaders focus more on serving their followers, attempting to create common good in the company, and/or organization, and developing a statement that will eventually guide the way the business is ran. Leaders should have the ability to improve the outcome of those under their leadership, while establishing a clear mission or vison for future developments

Long Range Planning, 1996

International journal of nursing studies, 2008

Background: Although mission statements are one of the most popular management instruments, little is known about the nature and direction of the presumed relationship between mission statements and organizational performance. In particular, empirical insights into the degree of mission statement use by individual organizational members are insufficient. Objectives: We address the observed knowledge gap by (a) measuring the level of mission statement use (e.g., explaining the mission statement, making linkages to extant programs or practices, communicating enthusiasm, and adapting the mission statement to the personal work situation) by individual organizational members, and (b) identifying the antecedents that influence mission statement use. Design: Questionnaires were used to collect data from a sample of 510 nurses from three Flemish hospitals. Mission statement use was measured by means of Fairhurst's Management of Meaning Scale. Antecedents of mission statement use were derived from the Theory of Planned Behavior and the mission statement literature.

Health progress (Saint Louis, Mo.)

Journal of Management & Organization, 2018

A mission statement is a widely used strategic tool that emphasises an organisation’s uniqueness and identity. It was in the early 1980s that academics, managers, and consultants recognised the need for explicitly formulating a mission statement in organisations. Since then, mission statements have remained as a popular strategic tool in organisations. This article conducts a systematic literature review to synthesise research on mission statements. The analysis of the 53 articles selected includes a bibliometric and content analysis. According to their perspective, the works selected were grouped into four thematic areas: (1) mission statement development, (2) mission statement components, (3) mission impact on employees, and (4) mission impact on performance. The overreaching conclusion is that mission statements are widely used in practice but poorly researched in theory. Most articles adopt a managerial phenomenon-based strand, lacking a deep theoretical foundation. The article ...

A clear organizational vision and a set of values benefit the organization, particularly in times of change. A strong vision provides a powerful image of a compelling future state. This can engage and inspire employees. Values are the guiding principles of the organization. They provide a set of beliefs that help from a frame of reference for the way that employees behave. There are a number terms that relation to organizational vision and values. Often organizations say they have a vision, when in fact this is a mission. To help clarify terminology, here some definition of the different words used: A picture of a desired future state that is sufficiently appealing compelling to drive change forward. " Where we want to be ". The purpose of the organization. " What we want to achieve ". Introduction: Mission Statement: This is what your company actually does. It should be short and easy to memorize. A lot of companies get this wrong and end up using big fancy words that don't tell us anything. Your mission statement should also be specific enough that people understand what you do and how it may differ from your competitors. So for example:  Public Broadcasting System (PBS): To create content that educates, informs and inspires.  Google: To organize the world's information and make it universally accessible and useful  Make-A-Wish: We grant the wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength and joy. Vision Statement: This is what your company aspires to be; which can be much different than what a company is (mission statement). When done right, your vision statement can and should help drive decisions and goals in your company. Here are some examples of some good vision statements:  Disney: To make people happy  Ford: To become the world's leading Consumer Company for automotive products and services.  Avon: To be the company that best understands and satisfies the product, service and self-fulfillment needs of women—globally. Core Values: Core values are what support the vision, shape the culture, and reflect what your company values.

2007

Background: Although mission statements are one of the most popular management instruments, little is known about the nature and direction of the presumed relationship between mission statements and organizational performance. In particular, empirical insights into the degree of mission statement use by individual organizational members are insufficient.

Health Care Management Review, 2007

Although it is widely recognized that the effectiveness of mission statements is contingent upon the extent to which they are communicated to the organization's members, there is virtually no literature on how organizational members perceive the mission statement. To address these shortcomings, a research project was set up to seek (a) to assess how managers and nonmanagers perceive the mission statement and (b) to determine if there is a perception gap between both groups. In total, 102 nurses, nurse managers, and senior managers in a 217-bed Flemish hospital filled up a questionnaire, based on the Competing Values Framework for Managerial Communication, to assess their perception of the organizational mission statement. There is a mission statement perception gap between managers and nonmanagers. The scores of the management group are, in almost all cases, significantly higher. These findings suggest that managers have a more positive attitude toward the mission statement. To optimize the impact of the mission statement, managers should measure the perception of the mission statement and try to remediate possible mission statement perception gaps. The Competing Values Framework for Managerial Communication is offered as a tool to assess (a) the presence, (b) the direction, and (c) the intensity of possible mission statement perception gaps.

2007

Background: Although mission statements are one of the most popular management instruments, little is known about the nature and direction of the presumed relationship between mission statements and organizational performance. In particular, empirical insights into the degree of mission statement use by individual organizational members are insufficient.

Molecular Autism, 2014

Background: The higher prevalence of Asperger Syndrome (AS) and other autism spectrum conditions in males has been known for many years. However, recent multiplex immunoassay profiling studies have shown that males and females with AS have distinct proteomic changes in serum. Methods: Here, we analysed sera from adults diagnosed with AS (males = 14, females = 16) and controls (males = 13, females = 16) not on medication at the time of sample collection, using a combination of multiplex immunoassay and shotgun label-free liquid chromatography mass spectrometry (LC-MS E). The main objective was to identify sex-specific serum protein changes associated with AS. Results: Multiplex immunoassay profiling led to identification of 16 proteins that were significantly altered in AS individuals in a sex-specific manner. Three of these proteins were altered in females (ADIPO, IgA, APOA1), seven were changed in males (BMP6, CTGF, ICAM1, IL-12p70, IL-16, TF, TNF-alpha) and six were changed in both sexes but in opposite directions (CHGA, EPO, IL-3, TENA, PAP, SHBG). Shotgun LC-MS E profiling led to identification of 13 serum proteins which had significant sex-specific changes in the AS group and, of these, 12 were altered in females (APOC2, APOE, ARMC3, CLC4K, FETUB, GLCE, MRRP1, PTPA, RN149, TLE1, TRIPB, ZC3HE) and one protein was altered in males (RGPD4). The free androgen index in females with AS showed an increased ratio of 1.63 compared to controls. Conclusion: Taken together, the serum multiplex immunoassay and shotgun LC-MS E profiling results indicate that adult females with AS had alterations in proteins involved mostly in lipid transport and metabolism pathways, while adult males with AS showed changes predominantly in inflammation signalling. These results provide further evidence that the search for biomarkers or novel drug targets in AS may require stratification into male and female subgroups, and could lead to the development of novel targeted treatment approaches.