mission statement 組織、企業使命、目的書.
將某組織、企業的使命或目的、宗旨綜合而以「目的-手段-成果」等方式書寫出的大綱。又稱為Mandate（命令（書）,指令（書））。某些組織或公司在這之前還有願景說明書（vision statement），方式略似mission statement.
譬如說，世界經濟發展研究協會（World Institute for Development Economics Research，簡稱WIDER，總部位於赫爾辛基）的Mission Statement為：
To undertake multidisciplinary research and policy analysis on structural changes affecting the living conditions of the world's poorest people.
To provide a forum for professional interaction and the advocacy of policies leading to robust, equitable and environmentally sustainable growth.
To promote capacity strengthening and training for scholars and government officials in the field of economic and social policy making.
許多企業的mission /vision statement都包含quality字眼，譬如說，
McDonalds:麥當勞"McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."
J. Sainsbury:英國百貨商"Our mission is to be the consumer's first choice for food, delivering products of outstanding quality and great service at a competitive cost through working faster, simpler, and together."
翻讀《摩西五經》（馮象譯注；香港：牛津大學出版社，2006）的版權頁時，才注意到它已加上「牛津大學出版社」的使命書【相對於1993年出版的The Oxford Companion to the Bible】：
Oxford University Press is a department of theUniversityofOxford.
It furthers the Universitys objective of excellence in research, scholarship, and education by publishing worldwide in&
發現Shorter Oxford English Dictionary (2002)已有這了。
在answers.com查coin 時發現 OUP的考古學和建築學都已收編了
Companies can benefit by auditing how closely they fulfill
the aims of their mission statement. ...
In Mission Statements, Bizspeak and Bromides
IMAGINE three people who have landed new jobs, each at a different company. All three come to work on their first day breathing fire and decide to read their employers’ mission statements.
One is exhorted to strive “to help people and businesses throughout the world realize their full potential.” Another is encouraged to “be the best in the eyes of our customers, employees and shareholders.” The third is urged to participate in “bringing the best to everyone we touch.”
Could you tell that the first person works at Microsoft, the second at American Standard and the third at the Estée Lauder Companies?
I didn’t think so.
Mission statements have become ubiquitous since Peter Drucker and others popularized them in the 1980s as a way for companies to articulate their highest purpose. Worldwide, 85 percent of large companies have them, according to a 2006 study of management tools by Bain & Company.
Mission statement consultants — yes, they exist — now recommend that families and individuals create statements as well. Even my daughters’ elementary school put together a mission statement a few years ago for its partnership with a nearby university. But as the use of mission statements has spread, some have become so filled with jargon and bromides that many employees now dismiss them as window dressing.
Calls to nominate the worst mission statement appear periodically on the Web. And the “mission statement generator” at www.dilbert.com strings together clumps of bizspeak to create fictitious mission statements. My latest favorite: “It is our responsibility to assertively administrate timely deliverables in order to solve business problems.”
Ideally, “a mission statement defines a company’s business and its objectives and its approach,” said Darrell Rigby, the partner at Bain in charge of the firm’s management tools survey. “It becomes a bad thing when a mission statement devolves into platitudinous pabulum that employees clearly recognize as hypocrisy.”
|pabulum||(n.)||any substance that can be used as food|
|pabulum||(n.)||insipid intellectual nourishment|
Some executives believe that the mere act of creating a mission statement is an important team-building experience. In a perfect world, that would be true: a broad cross-section of people would jointly write a statement both specific and lofty and then seek feedback from other employees.
But mission statements rarely come together that way, according to Chris K. Bart, a professor of strategy and governance at McMaster University in Hamilton, Ontario, who has studied mission statements. A chief executive is more likely to recruit several allies to sit through a few meetings and patch something together, he said. He estimates that only 10 percent of mission statements say something meaningful.
“Most mission statements aren’t worth the paper they are written on,” Professor Bart said. “That’s the sad reality.”
Undoubtedly, there are cases in which mission statements have helped organizations identify new directions or re-evaluate their work. For example, Johnson & Johnson managers referred to the company’s credo (its lengthy mission-statement equivalent) when they decided how to handle the Tylenol crises in the 1980s. At the time, the credo said: “We believe our first responsibility is to the doctors, nurses and patients, to mothers, and all others who use our products and services.” (In 1987, the word “fathers” was added.)
Kellogg is updating its current mission statement, which reads, "We build Gr-r-reat brands and make the world a little happier by bringing our best to you.” The changes are intended to better reflect Kellogg’s strategic focus, said David Mackay, president and chief executive since the end of 2006, who initiated the review.
“Our mantra externally and internally has been we want to drive sustainable growth” during the six years since the existing statement was published, he said. “Our mission statement didn’t reflect that. We thought it could be a little more powerful.” Kellogg employees can decide if the new statement hits the mark when it is released in the fall.
Too often, mission statements bear little relation to a company’s actual focus. And most elements of a mission statement have “little to no impact” on a company’s financial success, according to a study by Barbara R. Bartkus, an associate professor of management at Old Dominion University, and two colleagues. The study concludes that while some executives value the exchange of ideas that occurs when mission statements are created, many may also view them as public relations devices.
Somehow, some large companies manage to go without a mission statement. Nestlé, for one, publishes a lengthy statement of values on its corporate Web site, but it has no mission statement.
“Why do you need one?” said Robin Tickle, a company spokesman. “I don’t think we see a necessity to use jargon to explain our vision of our company.” He then proceeded to point out Nestlé’s recent strong earnings. “We have a very clear vision and strategy of where we are going as a company,” even without a mission statement, he said. “It must be possible to be successful without one.”