The mission of the organization is a common landmark

The mission of the organization, in a broad sense, in a broad sense, reflects the sense of the organization's existence. In the narrow sense, it shows how this organization differs from similar ones.

The most important task of strategic management is to establish a balance of interests between different social institutions, as well as groups of people who are interested in the organization exist and function.

Social institutions and groups of people include:

The 1st group is consumers ;

The 2 nd group is the workers of the organization;

The third group is the owners of the organization;

The 4th group is business partners;

The 5th group is local communities;

The 6th group is the society as a whole (first of all in the person of the authorities).

The interests of the above six groups, to a greater extent, express the mission of the organization. It is a business concept that reflects the purpose of this type of business, as well as its philosophy.

1.What is the specific organization involved in?

2. What is its essence?

3. What are the scope and prospects of the organization?

4. What is the difference between an organization and its competitors?

The mission of the organization will answer these four questions. It will help to determine what, in fact, is engaged in this or that organization.

At the same time, the demands and needs of consumers are put at the forefront, and not the goods produced by the organization. It is necessary to orient or, more precisely, to subordinate the interests of the organization to the interests of the subjects of the external environment. This is what the mission of the organization allows to do, and it is formed in order to:

First, the subjects of the external environment should have a general idea of what the organization is about, about its aspirations, about what means it uses to achieve its own goals.

Secondly, to promote the unity of the organization itself and create a corporate spirit in it.

Thirdly, to create the prerequisites for the successful implementation of the concepts of strategic management.

Strategic management, in turn, identifies nine factors of an enterprise strategy that has a direct impact on how an enterprise uses its own resources:

1. The mission of the enterprise is a clearly stated reason why the enterprise itself exists.
2. Competitive advantages, allowing the most efficient use of available capacity.
3. The organization of business, that is, the organizational structure that allows in practice to use competitive advantages.
4. Products that meet the wishes of consumers.
5. Markets.
6. Current costs and investment.
7. Changes in the structure of the enterprise.
8. Development programs.
9. Culture of management, competence.

The mission of the company gives the actions of the employees (employees) of the organization meaningfulness, purposefulness, which allow to see better, to realize their own activity. Not only what they should do, but also for the sake of what they carry out activities. Therefore, the mission should be bright, concise, well-received and reflect the following aspects:

- range of needs;

- characteristics of the products produced, as well as its competitive advantages;

- Prospects for the growth of the business started.

The mission sets only general guidelines, directions of the organization (enterprise, firm) activity, reflects the meaning of existence. And the concrete, final states to which the organization aspires (enterprise, firm) are fixed in the form of goals, the achievement of which is highly desirable.

Goals, in turn, should be flexible, achievable, concrete, in no case contradict each other, have the status of law for all members of the organization (enterprise, firm).