Vision, mission, objectives, and goals provide strategic direction for an organization. A vision describes what an organization aspires to become, while a mission outlines its current purpose. Objectives specify quantifiable targets to achieve within a set timeframe. Goals are short-term milestones that support achieving long-term objectives. Together, they guide an organization and provide a framework for evaluating performance.

1. Vision , Mission , Objectives and Goals

2. Strategic Intent Vision Mission Objectives Goals

3. Vision

4. Defining Vision “description of something in the future” “mental perception of the kind of environment an individual, or an organization, aspires to create within a broad time horizon and the underlying conditions for the actualization of this perception”

6. That end is the vision of an organization or an individual.

8. Characteristics Vision is developed through sharing across an organization Methods of convincing the others about vision Change agents

10. Good vision foster long term thinking.

11. Good vision foster risk-taking and experimentation.

12. Good vision help in the creation of a common identity and a shared sense of purpose.

13. Good visions are competitive, original and unique.

15. Example vision statement Infosys Vision “To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people."

16. VISION Our Vision is to be the world’s mobile communication leader – enriching customers’ lives, helping individuals, businesses and communities be more connected in a mobile world.

17. Mission

19. Mission is a statement which defines the role that an organization plays in a society.

21. In short the mission describes the product, market and technological areas of emphasis for the business.

22. Example Mission Statement: NewPort News Shipbuilding “We shall build good ships here – at a profit if we can – at a loss if we must – but always good ships”

23. Characteristics Feasible Precise Clear Motivating Distinctive Indicates major components of strategy

25. To provide a basis for motivating the use of the organizations resources.

26. To develop a basis, or standard, for allocating organizational resources.

27. To establish a general tone or organization climate.

29. BSNL mission “To provide world class state of art technology telecom services to its customers on demand at competitive prices. To provide world class telecom infrastructure in its area of operation and to contribute to the growth of country’s economy.”

31. States the purpose and identity of the organization;

32. Defines the institution's values and philosophy; and

34. MISSION Driving in a wireless world Vodafone is primarily a user of technology rather than a developer of it, and this fact is reflected in the emphasis of our work programme on enabling new applications of mobile communications, using new technology for new services, research for improving operational efficiency and quality of our networks, and providing technology vision and leadership that can contribute directly to business decisions.

35. Infosys Mission “"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large."

36. A Vision statement describes what the organization would like to become. A Mission statement describes what the organization is now. “What the company is providing to society?”

37. Ford sample vision statements Early 1900s: Democratize the automobile Current: To become the world's leading Consumer Company for automotive products and services. Honda sample vision statements 1970: We will destroy Yamaha Current: To Be a Company that Our Shareholders, Customers and Society Want

38. Example Mission Statements Wal-Mart "To give ordinary folk the chance to buy the same thing as rich people." Mary Kay Cosmetics "To give unlimited opportunity to women." 3M "To solve unsolved problems innovatively" Google's mission is “to organize the world's information and make it universally accessible and useful.”

39. Objectives

40. Objectives Objectives represent a managerial commitment to achieve specified results in a specified period, of time. They clearly spell out the quantity and quality of performance to be achieved, the time period, the process and the person who is responsible for the achievement of the objective.

41. “Objectives are end results of planned activity” “Objectives state what is to be accomplished by when and should be quantified if possible.”

42. Example Objectives Minnesota Mining & Manufacturing (3M) Financial objectives To achieve 10% growth in earnings per share. To achieve 20% - 25% return on equity. To achieve 27% return on capital employed.

43. Characteristics Objectives form a hierarchy Objectives form a network Multiplicity of objectives Long and short range objectives

44. Areas of objectives Markets Productivity Innovation Product Profitability Financial resources Physical facilities Organization structure and activities Manager performance and development Employee performance and attitude Customer service Social responsibility

45. Importance of objectives Objectives help to define the organization in its environment Objectives help in coordinating decisions and decision-maker Objectives help in formulating strategies Objectives provide standards for assessing organizational performance

48. Goals

49. Goal Goal is defined as an “intermediate result to be achieved by a certain time as part of the grand plan . A plan can, there for have many goals.”

50. Goals are short term (one year or less) milestones or bench marks that organizations must achieve in order for long term long term objectives to be reached. Goals should be measurable, quantitative, challenging, realistic, consistent and prioritized.

51. A set of goals is needed for each objective that is established in an organization.

52. Goals have the following features They: Are derived from objectives Offer a standard for measuring performance Are expressed in concrete terms Are time bound and work oriented.

53. Goals are important in – Strategy implementation Objectives are in – strategy formulation

54. Goals are an expected or desired outcome of a planning process. Goals are usually broad, general expressions of the guiding principles and aspirations of an organization. Objectivesare precise targets that are necessary to achieve goals. Objectives are detailed statements of quantitatively or qualitatively measurable results the plan hopes to accomplish.

56. Eliminate duplicate services

57. Increase synergy and cooperation among San Antonio MTFs

58. Ensure patient satisfaction with access and quality service

59. Strengthen Readiness by allocating appropriate mix of resources

61. Increase RWPs / RVUs in the direct care system per the business plan

62. Consolidate logistical and contracting functions

63. Realign staff resources to meet patient demand

64. Establish enrollment sites to meet changing patient demographics

66. Referred books Strategic Management- A book on business policy / Corporate planning Francis Cherunilam Strategic Management J. David Hunger & Thomas L Wheelen Strategic Management Garth Salonee , Andrea Shepard & Joel Podolny Article Vision, Mission and Objectives of Business - ShanmugaRao. Pandala Dr. N. V.S. Suryanarayana