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Characteristics of A Good Vision

Characteristics of a good vision include being clear and concise, memorable, exciting and inspiring, challenging, centered on excellence, both stable and flexible, achievable and tangible. A vision conveys a picture of the future, appeals to long-term interests, and embodies realistic yet attainable goals. It differs from a mission in that a vision describes a desired future state while a mission explains the organization's purpose and reason for existence. Goals are open-ended statements of what one wants to accomplish without specifics, while objectives state what is to be accomplished by a certain time in a quantified manner.

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524 views2 pages

Characteristics of A Good Vision

Characteristics of a good vision include being clear and concise, memorable, exciting and inspiring, challenging, centered on excellence, both stable and flexible, achievable and tangible. A vision conveys a picture of the future, appeals to long-term interests, and embodies realistic yet attainable goals. It differs from a mission in that a vision describes a desired future state while a mission explains the organization's purpose and reason for existence. Goals are open-ended statements of what one wants to accomplish without specifics, while objectives state what is to be accomplished by a certain time in a quantified manner.

Uploaded by

wube
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Characteristics of a Good Vision

Jock Kotter Metais Johnson El-Namaki


• Imaginable— it • It is a dream—it • It visualizes a • Coherence—It
• Clear and concise
conveys picture of provides future aim integrates the
• Memorable what future will emotional • It is contributed company strategy and
• Exciting and look like
involvement from a variety of the future image of
inspiring • Desirable—It
• It is excessive— sources the company
• Challenging appeals to long
term interests of and not • It implicates the • Translatable—It is
• Centered on stakeholders, for attainable within need for people translatable into
excellence example, current actions with specialist meaningful company
• Both stable and employees, or resources skills goals and strategies
flexible customers, • It is deviant— • It can be • Powerful—It
• Achievable and stockholders
it breaks communicated generates enthusiasm
tangible • Feasible—It
Embodies realistic, conventional l easily • Challenging—It is
attainable goals thinking and • It has a powerful challenging for all
• Focused—It frames of motivational effect organizational
Provides guidance reference • It serves an participants
in decision making important need • Unique—It
• Flexible—It is distinguishes the
• It is aligned with
general enough to
the values of company from others
enable individual
initiative and prospective • Feasible—It is
alternative supporters realistic and
responses to achievable
changing • Idealistic—It
environments communicates desired
• Communicable—It
outcome
can be explained in
five minutes

Distinction between Vision and Mission

Vision Mission

1. A mental image of a possible and desirable 1. Enduring statement of philosophy, a creed


future state of the organization. statement.

2. A dream 2. The purpose or reason for a firm’s existence.

3. Broad 3. More specific than vision

4. Answers the question “what we want to 4. Answers the question “what is our business”.
become?”
A goal is considered to be an open-ended statement of what one wants to accomplish with no
quantification of what is to be achieved and no time criteria for its completion. For example, a
simple statement of “increased profitability” is thus a goal, not an objective, because it does not
state how much profit the firm wants to make.
Objectives are the end results of planned activity. They state what is to be accomplished by when
and should be quantified. For example, “increase profits by 10% over the last year” is an
objective.

The distinction between goals and objectives is summarized below:

Goals Objectives

1. General Specific

2. Qualitative Quantitative, measurable

3. Broad organization–wide target Narrow targets set by operating divisions

4. Long term results Immediate, short-term results

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