The Significance of Vision and Mission Development for Enterprises in Slovak Republic
Vision and mission (Papulova, 2014) often forms an integral aspect of strategic management for
many organizations in the world today. It is more like what drives the leaders of organizations to guide
their followers to deliver on goals, tasks and optimal solutions. This is also used to communicate the
present and future direction of the company as it pertains to all the stakeholders.
Simply put, vision (Hofstrand, 2016) is like having a large picture of what you would like to
envisage in an organization while mission is like a follow up statement on how the vision will be brought
to life. Companies without a vision and mission statement tend to barely coexist with other competition
and this is not desirable as the employees might hardly be motivated to perform beyond expectations in
their duties. The article in this case study talks about how research was carried out in the Slovak Republic
(Papulova, 2014) to ascertain the effect of vision and mission in organizations through the dissemination
of questionnaires and interview sessions. Three key ideas according to the Slovak Enterprises article are;
Research description, Approaches to vision development and Approaches to mission development.
Research Description: It is important to gather evidence through research (Papulova, 2014) and detailed
analysis on what is obtainable in a particular geographical location. Such information can then be used to
coin out the vision and mission of the company as it concerns the industry segment, stakeholders and
potential investors. In order for a firm to be globally competitive, the management must use the results
from the research and analysis to formulate the vision, mission and goals of the company going forward.
Approaches to Vision Development: Some of the approaches that can be used to develop an
organization’s vision (Impraise, n.d) are;
- Familiarizing with your vision; the leaders of the company must first dream about what they want
to see before getting properly acquainted with the vision, then extend same to their subordinates.
- Articulate your vision; the need to formulate a vision statement that is motivating, explicit and
easy to memorize is very important at this stage. It should comprise of strong action verbs
describing an outcome and conjuring emotion.
- Communicate your vision; the most important aspect is how the visit is communicated to all the
direct and indirect stakeholders. If the words get muddled up wrongly, it can send the wrong
message and the desired goal will not be achieved. Further talks, meeting and sessions should be
encouraged within the organization to drive home the vision statement and it could also be a kind
of recital till everyone gets familiarized with the wordings.
Role of Strong Leaders in Forming Vision and Mission Statements
“The leader distinguishes between vision, which describes where the enterprise is headed, and
mission, which articulates why the enterprise exists. A good mission statement encapsulates a firm’s
purpose with its unique contribution.” (Fuller & Green, 2005). Good leaders know the difference between
the vision and mission which is then cascaded to every aspect of the organization’s activities. They are
pivotal in building optimal strategy for their business segment. Managers are often saddled with the
responsibility of setting goals and objectives for the company through catalytic mechanisms (Fuller &
Green, 2005). Their efforts are noticeable through actions, beliefs and values (Heathfield, 2019) which
can then be imbibed in the behavior of other employees within the company.
Internal vs External Importance of a Company’s Vision and Mission Statements
“In order to successfully get key stakeholders to buy in, include them in the process from the start.
Crafting a successful vision statement is a multi-perspective agenda that is best accomplished with the
entire leadership involved. Make it easy for everyone to participate in redrafting and feedback. Maintain
constant communication throughout the process and request multiple ideas prior to meetings.”
(Simonarson, 2017). Internal and external stakeholders can be held accountable by allowing them to
introduce their concepts for the implementation of the organization’s vision and mission statements.
The drive to implement the vision and mission statements usually starts with the internal
stakeholders (organization’s culture and resources) who initially digests and circulate the importance of
the message. However, these vision and mission statements must align with that of the external
stakeholders (regulatory authorities, government, competitors) because they form part of the basis for the
motivation needed to make the company globally competitive.
“A company strategy should include short- and long-term goals and should explain how those
goals will be achieved. It is focused on present actions and outcomes needed to move closer to achieving
the mission. Company strategies evolve and are updated over time to adjust for current factors such as
local economic conditions and company needs.” (Miller, 2014). This function is usually hinged on the
shoulders of the internal stakeholders who take time to analyze, review and assess the overall goals of the
company before discussing the outcome at meetings. The vision, mission and goal of the firm must align
with the existing regulations in that country or domain to avoid future litigations and sanctions. Some
organizations can also take feedbacks gotten from clients and contractors over time and communicate
same to the management for review and amendment.
Summary
In conclusion, the Slovak Republic (Papulova, 2014) used the results gotten from the analysis and
questionnaire to develop their vision which is very strategic for management of organizations. The
mission statement of an organization should highlight the key focus of their operations which should be clearly visible for everyone to behold. Top managers and leaders should always put the interest of the firm first when trying to implement the vision and mission statements. Some companies usually recite the mission or goal statements to the employees as a way of constantly remembering the short and long term desire of the organization.
References
Fuller, J. N., & Green, J. C. (2005). The Leader’s Role in Strategy. A Peer Reviewed Journal Advancing
Business Practise, 8(2). Retrieved July 1, 2019, from https://gbr.pepperdine.edu/2010/08/the
leaders-role-in-strategy/
Heathfield, S. M. (2019, June 25). Leadership Vision. The Balance Careers. Retrieved July 1, 2019,
from https://www.thebalancecareers.com/leadership-vision-1918616
Hofstrand, D. (2016, August). Vision and Mission Statements - a Roadmap of Where You Want to Go
and How to Get There. Iowa State University Extension and Outreach. Retrieved July 1, 2019,
from https://www.extension.iastate.edu/agdm/wholefarm/html/c5-09.html
Impraise. (n.d). 3 Steps To Develop A Company Vision Statement. Impraise Blog. Retrieved July 1,
2019, from https://blog.impraise.com/360-feedback/how-to-develop-a-clear-vision-for-your
company
Miller, B. (2014, September 9). Strategy, Mission, and Vision: How Do They All Fit Together? HR
Daily Advisor. Retrieved July 1, 2019, from https://hrdailyadvisor.blr.com/2014/09/09/strategy
mission-and-vision-how-do-they-all-fit-together/
Papulova, Z. (2014, February). The Significance of Vision and Mission Development for Enterprises in
Slovak Republic. Journal of Economics, Business and Management, 2(1), 12 - 15. Retrieved
July 1, 2019, from
https://my.uopeople.edu/pluginfile.php/515753/mod_workshop/instructauthors/BUS5117Unit02
RA.pdf
Simonarson, M. (2017, September 6). How To Set A Company Vision And Get Buy-In From
Stakeholders. Forbes. Retrieved July 1, 2019, from
https://www.forbes.com/sites/theyec/2017/09/06/how-to-set-a-company-vision-and-get-buy-in
from-stakeholders/#56b1bfb650ab
Vision and mission (Papulova, 2014) often forms an integral aspect of strategic management for
many organizations in the world today. It is more like what drives the leaders of organizations to guide
their followers to deliver on goals, tasks and optimal solutions. This is also used to communicate the
present and future direction of the company as it pertains to all the stakeholders.
Simply put, vision (Hofstrand, 2016) is like having a large picture of what you would like to
envisage in an organization while mission is like a follow up statement on how the vision will be brought
to life. Companies without a vision and mission statement tend to barely coexist with other competition
and this is not desirable as the employees might hardly be motivated to perform beyond expectations in
their duties. The article in this case study talks about how research was carried out in the Slovak Republic
(Papulova, 2014) to ascertain the effect of vision and mission in organizations through the dissemination
of questionnaires and interview sessions. Three key ideas according to the Slovak Enterprises article are;
Research description, Approaches to vision development and Approaches to mission development.
Research Description: It is important to gather evidence through research (Papulova, 2014) and detailed
analysis on what is obtainable in a particular geographical location. Such information can then be used to
coin out the vision and mission of the company as it concerns the industry segment, stakeholders and
potential investors. In order for a firm to be globally competitive, the management must use the results
from the research and analysis to formulate the vision, mission and goals of the company going forward.
Approaches to Vision Development: Some of the approaches that can be used to develop an
organization’s vision (Impraise, n.d) are;
- Familiarizing with your vision; the leaders of the company must first dream about what they want
to see before getting properly acquainted with the vision, then extend same to their subordinates.
- Articulate your vision; the need to formulate a vision statement that is motivating, explicit and
easy to memorize is very important at this stage. It should comprise of strong action verbs
describing an outcome and conjuring emotion.
- Communicate your vision; the most important aspect is how the visit is communicated to all the
direct and indirect stakeholders. If the words get muddled up wrongly, it can send the wrong
message and the desired goal will not be achieved. Further talks, meeting and sessions should be
encouraged within the organization to drive home the vision statement and it could also be a kind
of recital till everyone gets familiarized with the wordings.
Role of Strong Leaders in Forming Vision and Mission Statements
“The leader distinguishes between vision, which describes where the enterprise is headed, and
mission, which articulates why the enterprise exists. A good mission statement encapsulates a firm’s
purpose with its unique contribution.” (Fuller & Green, 2005). Good leaders know the difference between
the vision and mission which is then cascaded to every aspect of the organization’s activities. They are
pivotal in building optimal strategy for their business segment. Managers are often saddled with the
responsibility of setting goals and objectives for the company through catalytic mechanisms (Fuller &
Green, 2005). Their efforts are noticeable through actions, beliefs and values (Heathfield, 2019) which
can then be imbibed in the behavior of other employees within the company.
Internal vs External Importance of a Company’s Vision and Mission Statements
“In order to successfully get key stakeholders to buy in, include them in the process from the start.
Crafting a successful vision statement is a multi-perspective agenda that is best accomplished with the
entire leadership involved. Make it easy for everyone to participate in redrafting and feedback. Maintain
constant communication throughout the process and request multiple ideas prior to meetings.”
(Simonarson, 2017). Internal and external stakeholders can be held accountable by allowing them to
introduce their concepts for the implementation of the organization’s vision and mission statements.
The drive to implement the vision and mission statements usually starts with the internal
stakeholders (organization’s culture and resources) who initially digests and circulate the importance of
the message. However, these vision and mission statements must align with that of the external
stakeholders (regulatory authorities, government, competitors) because they form part of the basis for the
motivation needed to make the company globally competitive.
“A company strategy should include short- and long-term goals and should explain how those
goals will be achieved. It is focused on present actions and outcomes needed to move closer to achieving
the mission. Company strategies evolve and are updated over time to adjust for current factors such as
local economic conditions and company needs.” (Miller, 2014). This function is usually hinged on the
shoulders of the internal stakeholders who take time to analyze, review and assess the overall goals of the
company before discussing the outcome at meetings. The vision, mission and goal of the firm must align
with the existing regulations in that country or domain to avoid future litigations and sanctions. Some
organizations can also take feedbacks gotten from clients and contractors over time and communicate
same to the management for review and amendment.
Summary
In conclusion, the Slovak Republic (Papulova, 2014) used the results gotten from the analysis and
questionnaire to develop their vision which is very strategic for management of organizations. The
mission statement of an organization should highlight the key focus of their operations which should be clearly visible for everyone to behold. Top managers and leaders should always put the interest of the firm first when trying to implement the vision and mission statements. Some companies usually recite the mission or goal statements to the employees as a way of constantly remembering the short and long term desire of the organization.
References
Fuller, J. N., & Green, J. C. (2005). The Leader’s Role in Strategy. A Peer Reviewed Journal Advancing
Business Practise, 8(2). Retrieved July 1, 2019, from https://gbr.pepperdine.edu/2010/08/the
leaders-role-in-strategy/
Heathfield, S. M. (2019, June 25). Leadership Vision. The Balance Careers. Retrieved July 1, 2019,
from https://www.thebalancecareers.com/leadership-vision-1918616
Hofstrand, D. (2016, August). Vision and Mission Statements - a Roadmap of Where You Want to Go
and How to Get There. Iowa State University Extension and Outreach. Retrieved July 1, 2019,
from https://www.extension.iastate.edu/agdm/wholefarm/html/c5-09.html
Impraise. (n.d). 3 Steps To Develop A Company Vision Statement. Impraise Blog. Retrieved July 1,
2019, from https://blog.impraise.com/360-feedback/how-to-develop-a-clear-vision-for-your
company
Miller, B. (2014, September 9). Strategy, Mission, and Vision: How Do They All Fit Together? HR
Daily Advisor. Retrieved July 1, 2019, from https://hrdailyadvisor.blr.com/2014/09/09/strategy
mission-and-vision-how-do-they-all-fit-together/
Papulova, Z. (2014, February). The Significance of Vision and Mission Development for Enterprises in
Slovak Republic. Journal of Economics, Business and Management, 2(1), 12 - 15. Retrieved
July 1, 2019, from
https://my.uopeople.edu/pluginfile.php/515753/mod_workshop/instructauthors/BUS5117Unit02
RA.pdf
Simonarson, M. (2017, September 6). How To Set A Company Vision And Get Buy-In From
Stakeholders. Forbes. Retrieved July 1, 2019, from
https://www.forbes.com/sites/theyec/2017/09/06/how-to-set-a-company-vision-and-get-buy-in
from-stakeholders/#56b1bfb650ab
Comments
Post a Comment