ORGANIZATIONAL VISION, MISSION, GOALS AND OBJECTIVES

Vision

To help organizations achieve strategic direction, they need to articulate and have commonality in
vision, mission, and goals. The interrelationships between and among these three variables are essential
in the organizations' thrust of achieving competitiveness.

The organizational vision is an inspirational statement of what the organization hopes to achieve at
some point in the future. It is the image of what an organization desires to achieve, It is short and
succinct, but it carries an extraordinary force that will stir, motivate, and inspire employees to work and
refocus toward its desired optimal future state. Having a strong sense of vision can move the
organization to be what it wants to be. Like an unseen force, the organizational vision binds the
company and its employees together.

Mission Statement

The mission statement differs from the organizational vision. The mission statement defines the current
purpose of an organization; it answers what the organization does, for whom it is done, and how it does
what it does.

Mission statements are likewise short and easy to remember. It gives employees a better perspective on
how their tasks contribute to the attainment of organizational goals. Oftentimes, vision statements are
more enduring compared to mission statements. Mission statements are expected to change in the
context of shifting economic realities or unexpected circumstances like challenges, threats, and even
opportunities.

Vision

Mission Goals
Organizational Goals and Objectives

To operationalize the mission statement, organizational goals and objectives are defined. All
organizations have set goals. These are referred to as organizational goals. Organizational goals are
pursued to make the specified strategies succeed. They vary and are essentially dependent on their
respective purpose and direction. One of the implied basic goals of any organization is to use economic
resources efficiently and effectively such that survival, if not profit, is at least secured, thus, ensuring the
continuity of the organization. Goals are macro, encompassing in perspective, and prospective in nature.
In fact, goals represent the overall vision of an organization. By their very nature, goals have the
following properties:

 Goals provide organizations focus and direction. They neatly converge toward the purpose of
any firm, thus, streamlining all unnecessary and redundant considerations.
 Goals move organizations to action. Because goals have to be attained, organizations are
motivated to function and perform toward their vision.
 Goals develop in organizations the trait of persistence. Thus, organizations continue to
persevere until they achieve their desired success.

Nevertheless, for goals to be attained, they have to be supported by objectives. Objectives are different
from goals, in that they are micro and specific in perspective. They should possess the following
characteristics:

 Objectives need to be clearly defined and formulated, carefully chosen, specific, and definite.
 Objectives may be immediate or short-term.
 They need to be prioritized into a hierarchy of objectives.
 Objectives need to be realistic and attainable. They need to be flexible, consistent, and strategic.
 Objectives need to be measurable over time.

Strategic objectives are, in general, externally focused. According to Peter Drucker, objectives fall into
eight major classifications:

 Market standing (e.q, desired share of the current and new markets)
 Innovation (e.g, development of new goods, services, and of skills and methods required to
supply them)
 Human resources (e.g., selection and development of employees)
 Financial resources (e.g., identification of sources of capital and their uses
 Physical resources (e.g, equipment and facilities and their uses)
 Productivity (e.g. efficient use of the resources relative to output)
 Social responsibility (e.q, awareness and responsiveness to the effects on the community of the
stakeholders)
 Profit requirements (e.g, achievement of measurable financial well-being and growth)
Values and Value System

Organizations are guided by values, which vary from one organization to another. Values are inherent
roots of motivation within an individual, an organization, a community, or a nation. They are by nature,
ingrained and thus, are more stable and enduring. They are both intellectual and behavioral, serving as
bases for the organization's actions and way of thinking.

Values are generally exhibited in two different ways, namely, beliefs and attitudes. More particularly,
beliefs are cognitive manifestations while attitudes are characteristically behavioral. They are
fundamental and intricately integrated in the particular organization's value system. Take note that the
values projected by organizations are largely dependent on any or all of the following: the stockholders,
the Board of Directors, and the top management.

Strictly speaking, the values of an organization are not synonymous to its value system. The value
system is characteristically broader in scope; aside from values, it includes other variables such as the
organization's dreams, aspirations, interests, expectations, philosophies, as well as leadership and
management styles and ethical practices.