代写Assignment范例：Vision and Mission statement of Mauritius commercial bank
代写assignment范例-毛里求斯商业银行的愿景和使命声明。本文是一篇由本站代写服务提供的留学生assignment范文，本篇assignment主要内容是讲述MCB的使命宣言是：追求卓越。几年前的卓越与今天的金融业的卓越截然不同。自从MCB成立以来，世界各地的经济环境已经发生了变化。此外，技术的变化从根本上改变了向客户提供金融产品和服务的方式。工作环境本身发生了变化，员工和雇主的行为也发生了变化。与此同时，金融部门出台了新的立法，这导致金融机构的运作方式发生了变化。
Abstract 摘要
This paper attempts to analyse the vision and mission statement of The Mauritius Commercial Bank (MCB) Ltd. A brief description of the organisation is given, followed by the vision and mission statements, where the statements are analysed thoroughly and critics have been made. Those critics have been identified while reading the Vision and Mission statements respectively, it can also be seen that we have applied the SMART criteria in order to analyse the vision statement and concerning the mission of the group we have analysed it through the various steps that the company is undertaking to achieve its goals and objectives.
本文试图分析毛里求斯商业银行（MCB）有限公司的愿景和使命宣言。简要介绍了该组织，然后是愿景和使命声明，对声明进行了全面分析，并提出了批评意见。这些批评者是在分别阅读愿景和使命声明时确定的，还可以看出，我们应用了SMART标准来分析愿景声明，关于集团的使命，我们通过公司为实现其目标和目的而采取的各种步骤对其进行了分析。
Keywords: Banking,Vision Statement, Mission statement, MCB Ltd,
关键词：银行业务，愿景声明，使命声明，MCB有限公司，
Introduction 介绍
The Mauritius Commercial Bank (MCB) Ltd, one among the leading bank that exist in Mauritius and which was incorporated since 1838. At present, MCB ltd has its branches all around the island. The Bank came across serious financial difficulties on many occasions during its first hundred years of existence. In spite of various national and international financial crisis, cut throat competitions over the years from ten other commercial banks, two world wars, and natural calamities, ‘The Mauritius Commercial Bank Limited’ succeeded in expanding its activities, trebled its capital and in 1920 in Curepipe opened its first Branch. Nowadays, the bank plays a vital role in the economy of the country by expanding its unflinching support to trade, agriculture, the textile industry, tourism and other sectors as well as individual customers, at its head office and also throughout its 42 branches and counters in Mauritius and in Rodrigues. The MCB ltd is said to be a “bank with a heart”, for this purpose as every successful business has a vision and mission statement, so do the MCB Ltd.
毛里求斯商业银行（MCB）有限公司，是毛里求斯的主要银行之一，成立于1838年。目前，微型断路器有限公司的分支机构遍布全岛。该银行在其成立的头一百年中多次遇到严重的财政困难。尽管经历了各种国家和国际金融危机、其他十家商业银行多年来的激烈竞争、两次世界大战和自然灾害，“毛里求斯商业银行有限公司”还是成功地扩大了业务，将资本增加了两倍，并于1920年在Curepipe开设了第一家分行。如今，该银行通过在其总部以及在毛里求斯和罗德里格斯的42家分行和柜台扩大对贸易、农业、纺织业、旅游业和其他部门以及个人客户的坚定支持，在该国经济中发挥着至关重要的作用。MCB有限公司被称为“有爱心的银行”，出于这个目的，每一家成功的企业都有愿景和使命宣言，MCB有限公司也是如此。
The Vision of MCB ltd is to be the obvious choice for financial services in the region and beyond. The vision statement triggers the desires to launch the MCB ltd as the touchstone position for the provision of financial services in the state and even further, in order to meet the increasing needs of its customers operating in the global economy. For this to be possible the general public must have full confidence on the bank, for example the recent case of MCB/NPF could have been fatal for MCB ltd but that was not the case as the bank managed to reduce and nearly eliminates all the risk associated with.
MCB有限公司的愿景是成为该地区及其他地区金融服务的明显选择。愿景声明引发了启动MCB有限公司的愿望，将其作为在该州提供金融服务的试金石，甚至更进一步，以满足其客户在全球经济中日益增长的需求。要做到这一点，公众必须对银行充满信心，例如，最近的MCB/NPF案件可能对MCB有限公司来说是致命的，但事实并非如此，因为银行设法减少并几乎消除了所有相关风险。
The Mission statement is to pursue the voyage towards excellence. The mission statement gives evidences to the unrelenting loyalty to best practices in the provision of financial services throughout the group against the backdrop of creating shareholder value. The MCB has a tradition of being a leader of getting use to modifications and innovating to suit customer needs, therefore, its vision, mission and corporate values are aligned to maintain this position. They know that their future success will depend on their capacity to deliver a broad variety of services quicker, cheaper and in a more professional manner to their increasingly sophisticated and global customers. To achieve this, the bank is investing massively in technological and as well as human resources.
使命宣言是追求卓越。该使命声明证明了在创造股东价值的背景下，集团在提供金融服务方面对最佳实践的不懈忠诚。MCB有一个传统，即成为适应客户需求的修改和创新的领导者，因此，其愿景、使命和企业价值观是一致的，以保持这一地位。他们知道，他们未来的成功将取决于他们以更快、更便宜、更专业的方式向日益成熟的全球客户提供各种服务的能力。为了实现这一目标，该行正在对技术和人力资源进行大规模投资。
Objective and Purpose of study 研究目的和目的
To analyse and understand the meaning of vision and mission statements of a company.
分析和理解公司愿景和使命宣言的含义。
To analyse and understand the vision and mission statements of MCB and its implementation.
分析和理解MCB的愿景和使命声明及其实施。
To suggest improvements that can be brought to the vision and mission statements of MCB.
建议对MCB的愿景和使命宣言进行改进。
Literature Review 文献综述
Each and every organisation has their own vision and mission statements which are set according to the company’s actual performance and objectives that it want to achieve in the future.
每个组织都有自己的愿景和使命宣言，这些愿景和使命是根据公司的实际业绩和未来想要实现的目标制定的。
Vision: “Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long term view, sometimes describing how the organization would like the world in which it operates to be. For example a charity working with the poor might have a vision statement which read “A world without poverty”” (Wikipedia, 2010).
愿景：“根据组织或企业的基本目标和/或战略方向，定义其期望或预期的未来状态。愿景是一种长期观点，有时描述组织希望其经营的世界是什么样子。例如，与穷人合作的慈善机构可能会有一个愿景声明d“一个没有贫困的世界”（维基百科，2010年）。
Mission: “Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision” (Wikipedia, 2010).
使命：“定义一个组织或企业的基本宗旨，简明扼要地描述它为什么存在以及它为实现其愿景所做的事情”（维基百科，2010年）。
Organizations usually summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to plan for the goals and objectives.
各组织通常将目标和目的总结为一份使命声明和/或愿景声明。其他人则从愿景和使命开始，并用它们来规划目标。
While the existence of a shared mission is very useful, many strategy specialists question the requirement for a written mission statement. However, there are a lot of models of strategic planning that begin with mission statements, so it is useful to examine them here (Wikipedia, 2010).
虽然共同任务的存在非常有用，但许多战略专家对书面任务说明的要求提出质疑。然而，有很多战略规划模型都是从任务声明开始的，所以在这里研究它们是有用的（维基百科，2010）。
Forest (2003) analyses the mission statements and defines them as “enduring statements of purpose” that distinguish one organization from other similar enterprises. It suggests that a well-crafted mission statement can provide advantages or benefits to a company. Also it states that the mission statements have to be longer than a phrase or sentence, but not a two-page document, and not overly specific with regard to values, percentages, numbers, goals, or strategies. Hence, it concludes that better mission statements will give rewarding payoffs, meaning enhanced personal and business performance
Forest（2003）分析了使命宣言，并将其定义为“持久的目标宣言”，将一个组织与其他类似企业区分开来。它表明，精心制定的使命宣言可以为公司提供优势或好处。它还指出，任务说明必须比短语或句子更长，但不能是两页的文件，并且在价值观、百分比、数字、目标或战略方面不能过于具体。因此，它得出的结论是，更好的使命宣言将带来回报，这意味着提高个人和业务表现
Studying how to merge people and resources together in harmony to achieve a common goal remains one of the most difficult tasks facing management today. The importance of developing a corporate mission statement with a glowing vision to enhance and create organisational purpose is addressed and how different organisational cultures affect the employees’ vitality is examined. From the vision springs a parallel view of all the employees in the organisation towards the company’s goal. Contribution from both the company’s customers and employees ensures adoption of the purpose and keeps the purpose dynamic and fresh. This leads to innovation, co-operation, and success of the organization (Reyes and Kleiner, 1990).
研究如何将人员和资源和谐地融合在一起，以实现共同的目标，仍然是当今管理层面临的最困难的任务之一。阐述了制定具有光辉愿景的企业使命宣言以增强和创造组织目标的重要性，并考察了不同的组织文化如何影响员工的活力。从这个愿景中，我们可以看到组织中所有员工对公司目标的平行看法。公司客户和员工的贡献确保了目标的实现，并保持了目标的活力和新鲜感。这导致了组织的创新、合作和成功（Reyes和Kleiner，1990）。
In addition, executive’s members should try to promote or motivate its employees in order to achieve its vision. As per Eigeles (2003) he has conducted an analysis that’s represents the structure method helping organizational facilitators to work efficiently with their clients. Though it is not possible to motivate and encourage top executives team efficiently to willingly generate true vision and mission and implement these in the organization for achieved both improved performance and harmony.
此外，高管成员应努力提升或激励员工，以实现其愿景。根据Eigeles（2003），他进行了一项分析，该分析代表了帮助组织促进者与客户高效合作的结构方法。尽管不可能有效地激励和鼓励高管团队自愿产生真正的愿景和使命，并在组织中实施这些愿景和使命以提高绩效和和谐。
Tarnow (1990), introduces a method to enhance existing mission and vision statements. The set-up of the initial statement is changed to (1) suggest an action, (2) identify this action only vaguely, and (3) include a social categorization. He also, discusses some consequences of the Unifying Action Declarations, including examples from experiential group events and from a high tech consulting firm. The resulting “Unifying Action Declarations” agrees leaders to use group formation forces to help motivate task performance.
Tarnow（1990）介绍了一种增强现有使命和愿景声明的方法。初始陈述的设置更改为（1）建议一项行动，（2）仅模糊地识别该行动，以及（3）包括社会分类。他还讨论了统一行动宣言的一些后果，包括来自体验式团体活动和高科技咨询公司的例子。由此产生的“统一行动宣言”同意领导者使用团队形成的力量来帮助激励任务表现。
Nowadays, all developing businesses experience difficulties during organizational transitions (Churchill and Lewis 1983). The evolution from a small entrepreneurial organization to a “mature” business organization is characterized by a large amount of important internal and external changes (Hambrick and Crozier 1985; Churchill and Lewis 1983). The small business frequently finds that success attracts the attention of others; new small start-ups and/or large competitors may enter the market (Porter 1980). Rises in growth may call for increase into overseas markets. Internal changes comprises of the introduction of professional management to handle the increasingly complex organization; the introduction of outside equity to finance growth (Welsh and White 1981); and the introduction of organizational systems and procedures.
如今，所有发展中的企业在组织转型过程中都会遇到困难（Churchill和Lewis 1983）。从小型创业组织向“成熟”商业组织的演变以大量重要的内部和外部变化为特征（Hambrick和Crozier 1985；Churchill和Lewis 1983）。小企业经常发现成功吸引了别人的注意；新的小型初创企业和/或大型竞争对手可能进入市场（Porter 1980）。增长的上升可能会要求增加对海外市场的投资。内部变革包括引入专业管理来处理日益复杂的组织；引入外部股权为增长融资（威尔士和怀特，1981年）；以及采用组织制度和程序。
Internal changes such as rises in sales volume, in employees, and in organizational formality and complexity require small business operators to change their role within a changing organization (Hambrick and Crozier 1985). The quest of growth usually requires the owner/manager to learn new skills and change from a “doer” to a “manager” (Churchill and Lewis 1983). Small businesses often fail to grow because the manager fails to make this transition (Willard, Krueger, and Feeser 1992).
内部变化，如销售额、员工人数、组织形式和复杂性的增加，要求小企业经营者在不断变化的组织中改变其角色（Hambrick和Crozier，1985年）。追求成长通常需要所有者/管理者学习新技能，并从“实干家”转变为“管理者”（Churchill和Lewis 1983）。小企业往往无法发展，因为管理者未能实现这一转变（Willard、Krueger和Feeser，1992年）。
Through the growth process, the small business manager becomes increasingly eradicated and distant from employees (Hambrick and Crozier 1985; Churchill and Lewis 1983), and discovers that his or her strong entrepreneurial vision is no longer shared by new staff, new professional managers, and new investors. One of the survival strategies is to introduce financial and strategic planning and control systems into the organization (Gable and Topol 1987; Bracket and Pearson 1985). Vital to these planning and strategic management systems in large organizations is the introduction of a mission statement. In their much orientated work, Pearce and David (1987) argue that the mission statements of higher performing large companies are more comprehensive than those of less successful firms. The idea behind this article is to explore whether high growth small and medium-sized enterprises (SMEs) in Ireland are characterized by more comprehensive mission statements.
在成长过程中，小企业经理变得越来越疏远员工（Hambrick和Crozier 1985；Churchill和Lewis 1983），并发现新员工、新专业经理和新投资者不再认同他或她的强烈创业愿景。生存策略之一是将财务和战略规划与控制系统引入组织（Gable和Topol，1987年；Bracket和Pearson，1985年）。对大型组织的这些规划和战略管理系统至关重要的是引入任务说明。皮尔斯（Pearce）和大卫（David）（1987）在他们的工作中认为，表现更高的大公司的使命宣言比不太成功的公司的使命声明更全面。这篇文章背后的想法是探讨爱尔兰高增长的中小企业是否具有更全面的使命宣言的特点。
However, there is a lack of new evidence for the acclaimed and assumed positive effects of mission statements. A few studies have provide limited empirical support to the idea that mission statements are valuable and contribute to higher profits (Rarick and Vitton 1995; Klemm, Sanderson, and Luffman 1991; Germain and Cooper 1990; Falsey 1989; Pearce and David 1987). These studies totally assume that mission statements are a determinant of success, before addressing the possibility that successful organizations are more likely to adopt formal systems and procedures that involve the writing of a formal mission statement.
然而，缺乏新的证据来证明特派团声明所产生的广受好评和假定的积极影响。一些研究对任务陈述有价值并有助于提高利润的观点提供了有限的实证支持（Rarick和Vitton，1995年；Klemm、Sanderson和Luffman，1991年；Germain和Cooper，1990年；Falsey，1989年；Pearce和David，1987年）。这些研究完全假设任务说明是成功的决定因素，然后才考虑到成功的组织更有可能采用正式的系统和程序，包括编写正式的任务说明。
Another research base on SMEs is that of Analoui and karami (2002), who said that developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement encourages a sense of shared expectations in employees and, not surprisingly, it has recently been regarded as increasingly important in small- and medium-sized enterprises (SMEs) in the electronic industry. One major motive for this is the growing involvedness and energetic competitive environments in which these enterprises have operated and managed to find them.
另一个关于中小企业的研究基础是Analoui和karami（2002），他们表示，制定使命宣言被认为是制定组织商业战略的关键因素。使命宣言鼓励员工有一种共同的期望感，毫不奇怪，它最近被认为在电子行业的中小企业中越来越重要。这其中的一个主要动机是这些企业经营和设法找到它们的日益深入的参与和充满活力的竞争环境。
Mission statements have become a managing instrument most commonly used by chief executive officers (CEOs) over the last decade. One exercise that both academics and practitioners have judged strategically serious to the success of an enterprise is the development of a meaningful mission statement. This article discovers the awareness of CEOs of their mission statement in SMEs. The study, between investigating the existence and content of the mission statements and, as a result, it determines the relationships (if any) between a SME’s development of a meaningful mission statement and selected performance outcomes of the firm.
在过去十年中，使命宣言已成为首席执行官最常用的管理工具。学术界和从业者都认为，制定一份有意义的使命宣言在战略上对企业的成功至关重要。本文揭示了中小企业CEO对其使命宣言的认识。这项研究在调查使命宣言的存在和内容之间，并因此确定中小企业制定有意义的使命宣言与企业选定绩效结果之间的关系（如果有的话）。
Also, from Mullane (2002) perspective, managers are divided in their allegiance to the firms’ mission. Some mangers swear by their mission statement while others swear at theirs. Facts from two firms, with existing research indicate that this disagreement originates in the manger’s view of mission statement. Mangers that see mission statement as tools that can influence the inner working of the organizations are likely to understand the mission’s usefulness. Mangers that put their mission statement on display and expect them to magically transform organizational behavior are likely to be frustrated and see them as an exercise in futility. It has been found that insight from two managers who take the first view provides specific steps mangers can utilize to harness the benefits of their mission statements.
此外，从Mullane（2002）的角度来看，管理者对公司使命的忠诚度存在分歧。一些管理者对他们的使命宣言信誓旦旦，而另一些则对他们的承诺信誓旦旦旦。来自两家公司的事实和现有的研究表明，这种分歧源于经理对使命宣言的看法。将使命宣言视为可以影响组织内部工作的工具的管理者可能会理解使命的有用性。那些展示自己的使命宣言并期望他们神奇地改变组织行为的管理者可能会感到沮丧，并将其视为徒劳的练习。研究发现，从两位采取第一种观点的管理者那里获得的见解提供了管理者可以利用的具体步骤，以利用他们的使命宣言的好处。
Wickham (1997), states that a sense of mission can be a powerful force in shaping and guiding an entrepreneurial venture. He has discussed how it focuses the entrepreneur’s vision and gives it a real strategic direction. Clear as an official mission statement it can be used to bring together disparate stakeholder groups within the organization. Imagines that it also acts as an “aide-mémoire” for communicating what the scheme has to offer customers, suppliers, and potential employees. He also, states that a clear mission can also help in attracting investment. It catches the attention of possible investors and proposes professionalism in management approach. However, if it is to be successful, the mission must be right for the scheme developed with sympathy to the organization and be communicated effectively.
Wickham（1997）指出，使命感可以成为塑造和引导创业的强大力量。他讨论了它如何聚焦企业家的愿景，并为其提供真正的战略方向。作为一份明确的官方使命声明，它可以用于将组织内不同的利益相关者群体聚集在一起。想象一下，它也充当了一个“备忘录”，用于沟通该计划为客户、供应商和潜在员工提供的内容。他还指出，明确的使命也有助于吸引投资。它吸引了潜在投资者的注意力，并提出了专业的管理方法。然而，如果要成功，任务必须适合在同情组织的情况下制定的计划，并进行有效沟通。
Moreover, another search had been done on how corporations project their corporate philosophy through `Mission Statements’. Despite linguistic and textual analysis of such statements drawn from a sizeable quantity, it allows us to typify the texts as constituting a non-routine, organizational genre, and one that has recently become of some significance. This discussion serves as a basis for a contextual and intertextual analysis of Mission Statements from two well-known US companies.
此外，还对公司如何通过“使命宣言”来阐述其公司哲学进行了另一次研究。尽管对这类陈述进行了大量的语言学和文本分析，但它使我们能够将文本典型化为一种非常规的、组织性的类型，并且是一种最近变得具有一定意义的类型。这一讨论是对两家知名美国公司的使命声明进行上下文和互文分析的基础。
By detailing the history, underlying principle and role of these Mission Statements that have been indicated of how the texts are rhetorically designed in order to ensure maximum employee `buy-in’. In one case the Mission Statement appears as an authorized historical vision to be protected and nurtured; in the other case, the rewriting of the Mission Statement emerges as a collaborative response to crisis. Hence, they discuss on the implications of such findings for contemporary approaches to discourse and genre analysis within institutional linguistics (Rogers and Swales, 1995).
通过详细说明这些使命宣言的历史、基本原则和作用，这些使命宣言已经表明了文本是如何修辞设计的，以确保最大限度地获得员工的“认同”。在一个案例中，《使命宣言》似乎是一个授权保护和培育的历史愿景；在另一种情况下，重写《使命宣言》是对危机的合作回应。因此，他们讨论了这些发现对制度语言学中当代话语和体裁分析方法的影响（Rogers和Swales，1995）。
At the same time, Bart (2001) stipulates that mission statements symbolize the cornerstone of most organizational strategies. While much research has been conducted on what the (human intellectual capital) HIC construct might contain, none has attempted to understand the link between mission statements and their impact on the HIC construct. The uncertain results reported in this study begin to fill the invalid one. They illustrate that, mission statements may certainly have a convincing place in the measurement and reporting of an organization’s intellectual capital and they demonstrate the need for more research in this regard.
与此同时，Bart（2001）规定，使命宣言象征着大多数组织战略的基石。虽然已经对（人力智力资本）HIC结构可能包含的内容进行了大量研究，但没有人试图理解任务声明及其对HIC结构的影响之间的联系。本研究报告的不确定结果开始填补无效结果。它们表明，任务说明在衡量和报告一个组织的智力资本方面肯定具有令人信服的地位，并表明需要在这方面进行更多的研究。
Mission statements by themselves are of very little value. Some organisations have good mission statements, but their management teams frequently lack a sense of purpose. In some companies, management teams have a clearness of vision and interest that is remarkable, without having a mission statement. Mission statements are in themselves not important since they create a management team with a sense of mission which is crucial (Campbell, 1993).
使命宣言本身没有什么价值。一些组织有很好的使命宣言，但他们的管理团队往往缺乏目标感。在一些公司，管理团队有着清晰的愿景和兴趣，这是非常了不起的，而没有使命宣言。使命宣言本身并不重要，因为它们创建了一个具有使命感的管理团队，而使命感是至关重要的（Campbell，1993）。
Company Profile 公司简介
The MCB was incorporated by the Royal Charter in 1838 and Lloyds Bank became the first shareholder of the group. The MCB was the first bank to install ATM’s in Mauritius and was the first bank to issue credit cards and till now the MCB has been the most performing listed company with the highest market capitalization on the official list of the Stock Exchange of Mauritius. The MCB has been engaged in promoting various key financial products and services including mobile banking, retail banking product, corporate banking, private banking, international banking, internet banking service and providing American Express services.
MCB于1838年根据皇家宪章成立，劳埃德银行成为该集团的第一股东。MCB是毛里求斯第一家安装ATM的银行，也是第一家发行信用卡的银行，迄今为止，MCB一直是毛里求斯证券交易所官方名单上表现最好、市值最高的上市公司。MCB一直致力于推广各种关键金融产品和服务，包括移动银行、零售银行产品、公司银行、私人银行、国际银行、互联网银行服务以及提供美国运通服务。
The MCB was the first Mauritian commercial bank to launch the revolving credit loans on the international market. The MCB group has even set up branches in Seychelles, Mozambique, Madagascar, and France amongst others. Present in eight other countries through its subsidiaries, associated company.
MCB是第一家在国际市场上推出循环信贷的毛里求斯商业银行。MCB集团甚至在塞舌尔、莫桑比克、马达加斯加和法国等地设立了分支机构。通过其子公司、联营公司在其他八个国家开展业务。
The MCB group in Mauritius employs around 2,600 employees and over 18000 local and foreign investors. The MCB group observe the highest degree of standards concerning integrity and ethical conduct towards its dealings to its stakeholders.
毛里求斯的MCB集团雇佣了约2600名员工和18000多名当地和外国投资者。MCB集团在与利益相关者的交易中遵守最高程度的诚信和道德行为标准。
Furthermore, the MCB group has been diversifying in various sectors of the economy behind the philosophy of risk pooling and also providing the highest level of service quality to its customers. Likewise the MCB group is separated into two main parts, namely the bank itself and local and foreign subsidiaries.
此外，MCB集团一直以风险分担为理念，在经济的各个部门实现多元化，并为客户提供最高水平的服务质量。同样，MCB集团分为两个主要部分，即银行本身以及本地和外国子公司。
The MCB group has a very diligent and highly qualified and devoted board of directors who work toward the satisfaction of different stakeholders and maximising the overall profit of the group.
MCB集团拥有一个非常勤奋、高素质、敬业的董事会，他们致力于让不同利益相关者满意，并最大限度地提高集团的整体利润。
The MCB group has a very high view on corporate governance practices and in regards to this the MCB group has been consequently been conferred the bank of the year and because of extensive corporate governance practices, the bank is able to fulfil effectively its vision.
MCB集团对公司治理实践有着非常高的评价，因此，MCB集团被授予年度最佳银行，由于广泛的公司治理实践，该银行能够有效地实现其愿景。
Analysis of the MCB MCB分析
Vision 视力
The vision of the MCB group is “to be the obvious choice for financial services in the region and beyond”, whilst its mission is “pursing the voyage towards excellence”.
MCB集团的愿景是“成为该地区及其他地区金融服务的明显选择”，而其使命是“追求卓越”。
The MCB vision is obviously what the company wants to become which is the ideal aim of the group. The MCB has had a tradition of being a leader adapting to changes and innovating to satisfy customer needs, this is basically the corporate philosophy of MCB. The group has clearly set down this vision as they believe in the fact that the future success will depend on the ability a comprehensive range of services quicker, cheaper and in a more efficient manner so that there is an increase in local customers and foreign sophisticated customers.
MCB的愿景显然是该公司想要成为的，这也是该集团的理想目标。MCB有一个传统，即成为领导者，适应变化，创新以满足客户需求，这基本上是MCB的企业理念。该集团已经明确制定了这一愿景，因为他们相信，未来的成功将取决于以更快、更便宜、更高效的方式提供全面服务的能力，从而增加本地客户和外国高端客户。
This vision of MCB is to build on the competitive axis for further product differentiation and regional diversification. The vision of the company is to offer a broader range of financial services, shifting from the traditional areas of banking through more complex services including asset financing, leasing, investment financing and brokerage services. That is the goal of the group is to serve as a single window to offer a full fledged set of financial services. The aim of the vision statement is to maximise customer satisfaction and increase customer loyalty. The other arm of this vision is to fully maximise the diversification strategy whereby it involves strengthening and deepening the presence of the group in international markets which offer substantial investment opportunities which basically help in promoting the image of the group in the international market.
MCB的这一愿景是建立在竞争轴上，以进一步实现产品差异化和区域多元化。该公司的愿景是提供更广泛的金融服务，从传统的银行业领域转向更复杂的服务，包括资产融资、租赁、投资融资和经纪服务。这就是该集团的目标，即作为一个提供全面金融服务的单一窗口。愿景声明的目的是最大限度地提高客户满意度并提高客户忠诚度。这一愿景的另一个方面是充分实现多元化战略的最大化，即加强和深化集团在国际市场的存在，这些市场提供了大量投资机会，基本上有助于提升集团在国际舞台上的形象。
Basically the gist of the competitive strategy and the aim of this vision statement are to substantially increase the contribution of subsidiaries abroad to the overall profit of the group. Ultimately the group believes that more and more the philosophy behind the vision statement is behind achieved this will lead to a better competitive edge and a successful entrenchment of strategies being adopted which could lead to better customer satisfaction and an increase in service quality. The key of course lies in an appropriate balance between the strategies and the vision philosophy.
基本上，竞争战略的要点和本愿景声明的目的是大幅增加海外子公司对集团整体利润的贡献。最终，该集团相信，愿景声明背后的理念越来越落后，这将带来更好的竞争优势，并成功巩固所采用的战略，从而提高客户满意度和服务质量。当然，关键在于战略和愿景哲学之间的适当平衡。
MCB wants to be a benchmark in the provision of banking services as well as non banking services so that other financial services providers can refer to as MCB as being the “Lion” in the banking business in the local market as well as in the regional market. The MCB believes in provision of financial services which maximises customer satisfaction and bridging the gap between customer perception and customer expectation, that is ultimately bridging the service quality gap.
MCB希望成为提供银行服务和非银行服务的基准，以便其他金融服务提供商可以称MCB为当地市场和地区市场银行业务的“狮子”。MCB相信提供金融服务可以最大限度地提高客户满意度，并弥合客户感知和客户期望之间的差距，最终弥合服务质量差距。
The cutting force that drives MCB to achieve its vision philosophy is innovation. Innovation is one the values that the MCB adheres to in its strategies. MCB believes in innovation at all managerial levels which ultimately will help the group to achieve its objectives.
推动MCB实现其愿景哲学的动力是创新。创新是MCB在其战略中坚持的价值观之一。MCB相信所有管理层的创新，这将最终帮助集团实现其目标。
A deduction can be made from the vision statement whereby there is a close link in regard to the corporate philosophy of the group which is to the leader of financial services locally and regionally.
从愿景声明中可以推断出，集团的企业理念与当地和地区金融服务的领导者有着密切的联系。
The vision statement of the MCB is all about the following:
MCB的愿景声明包括以下内容：
Partnerships 伙伴关系
Relationships 关系
Innovation 创造
Attitude to risk 对风险的态度
Passionate banking.热情的银行业务。
Partnerships whereby without the help of various investors the group will not be able to become a leader and relationships whereby the bank undertakes long run prospects for both partners. Innovation is all about the values of the group to be the leader and genuiness is to offer differentiated financial services. Likewise attitude is the willingness for the group to take risk so that to enjoy new ventures and passionate banking as the group believes in privileged banking relationships which will help to increase business and word of mouth publicity as well as service quality and customer satisfaction.
在没有各种投资者帮助的情况下，集团将无法成为领导者的合作关系，以及银行为双方合作伙伴提供长期前景的合作关系。创新是集团作为领导者的价值观，真诚是提供差异化的金融服务。同样的态度是，集团愿意承担风险，以享受新的风险和热情的银行业务，因为集团相信享有特权的银行关系，这将有助于提高业务和口碑宣传以及服务质量和客户满意度。
The MCB believes in that it is the leadership job to set the vision, which is where the group wants to go. That is why the bank believes in enhancing human resources especially at the board level also so that the vision is clearly defined and met. The group believes in management skills to be able to clearly define the vision philosophy of the group
MCB认为，制定愿景是领导层的工作，而愿景正是该集团想要实现的目标。这就是为什么该行相信要加强人力资源，尤其是董事会层面的人力资源，以便明确定义并实现愿景。集团相信管理技能能够清晰地定义集团的愿景哲学
Vision statement is usually rooted in values that are what drives the organisation to move ahead. The values that are rooted in the vision of the MCB are as follows:
愿景声明通常植根于推动组织前进的价值观。植根于MCB愿景的价值观如下：
Integrity 诚实正直
Customer care 客户关怀
Team work 团队合作
Innovation 创造
Knowledge 知识
Excellence 卓越
These six values are deeply rooted in the vision of the group. As the group wants to become the obvious choice for financial services in the region and beyond, these values would help the company to archive it.
这六种价值观深深植根于集团的愿景之中。由于该集团希望成为该地区及其他地区金融服务的明显选择，这些价值观将有助于该公司将其存档。
Are integrity, customer care, team work, innovation, knowledge and excellence found in the vision of the group?
诚信、客户关怀、团队合作、创新、知识和卓越是否体现在集团的愿景中？
For the group to achieve its vision it is obvious that integrity should be within it and it is a fact for the MCB as for most people is a bank which is known to be of utmost integrity ranging from its staff to senior level management. Hence this value would definitely help the group to satisfy its corporate vision philosophy.
对于该集团来说，要实现其愿景，很明显，诚信应该在其内部，这对MCB来说是事实，因为对大多数人来说，这是一家从员工到高级管理层都以最诚信著称的银行。因此，这个价值肯定会帮助该集团满足其企业愿景哲学。
Concerning customer care, the bank believes in the assurance of quick, dedicated and unrivalled services to its customers. The bank believes in its level of service quality and customer satisfaction. Hence the bank places a lot of emphasis on customer satisfaction.
关于客户关怀，该行相信为客户提供快速、专注和无与伦比的服务。该银行相信自己的服务质量和客户满意度。因此，银行非常重视客户满意度。
The bank believes in the approach of collective working and a shared vision together so that different synergies from people can combine together which will give a cutting edge to the group. Likewise, this is to help leveraging individual competencies and skills to various people within the group.
该银行相信集体工作的方法和共同的愿景，这样人们的不同协同作用就可以结合在一起，这将为集团带来优势。同样，这也有助于将个人能力和技能运用到团队中的各个人身上。
Innovation had been an in-house tradition for the group at various managerial levels which all ultimately help to the product differentiation of financial products offered by the group.
创新一直是集团内部各个管理层的传统，这些都最终有助于集团提供的金融产品的产品差异化。
Knowledge philosophy of the group is all about the strong commitment to nurture the human capital through lifelong development and learning towards to achieve the vision of the group.
集团的知识哲学都是关于通过终身发展和学习来培养人力资本以实现集团愿景的坚定承诺。
Excellence is what the group believes to be very important in helping to become the leader in the provision of financial services and also, excellence in all about the mission of the group which is “pursuing the voyage towards excellence”.
卓越是集团认为非常重要的东西，有助于成为提供金融服务的领导者，也是集团“追求卓越之旅”使命的所有方面的卓越。
Criticisms of the vision statement 对愿景声明的批评
The vision is the corporate aspiration of the group, which describes the long term ambitions and the ideal goal of the group. But, in the vision statement the values are being met but it should satisfy the SMART criteria, that is, Specific, Measurable, Appropriate, Realistic and time bound.
愿景是集团的企业抱负，描述了集团的长期抱负和理想目标。但是，在愿景声明中，价值观得到了满足，但应满足SMART标准，即具体、可衡量、适当、现实和有时限。
Specific- the vision stalks about to be the obvious choice for financial services in the region and beyond. It is adequately the clear message as to what needs to be accomplished, but the word beyond is restricted. Does beyond means in the international market or in African region or others. Hence it should be clear.
具体而言，这一愿景将成为该地区及其他地区金融服务业的明显选择。这是关于需要完成什么的明确信息，但“超越”这个词是有限的。在国际市场、非洲地区或其他地区做得入不敷出。因此，它应该是明确的。
Measurable- The bank will have to develop and assess how the bank is becoming the obvious choice for financial services. Is there any comparative analysis which is done in comparison with other banks?
可衡量-银行必须发展和评估银行如何成为金融服务的明显选择。有没有与其他银行进行比较分析？
Appropriate- The vision statement is somehow in accordance with mission as only through excellence the group will be able to be the choice for financial services.
适当-愿景声明在某种程度上符合使命，因为只有通过卓越，集团才能成为金融服务的选择。
Realistic- the vision statement of MCB is very challenging and high challenging to provide a boost for management to satisfy the corporate philosophy of the vision.
现实-MCB的愿景声明非常具有挑战性和高度挑战性，以推动管理层满足愿景的企业哲学。
Time bound- in regards to the time frame, no indication has been provided in the vision statement about till when the bank wants to become the obvious choice for financial services.
时间限制-关于时间框架，愿景声明中没有说明银行希望成为金融服务的明显选择。
The vision of the group should be able to be quantified as in the case of the MCB group, will the bank quantify it through the market share or market capitalisation.
该集团的愿景应该能够量化，就像MCB集团的情况一样，银行会通过市场份额或市值来量化吗。
The vision of the group to be able to be effective should be a shared vision, that is the vision should be common at various levels of the group and uniformity must apply so as to allow the group to meet its values and when values are met, ultimately this will help to satisfy the vision of the group as visions are deeply rooted in values.
团队的愿景应该是一个共同的愿景，即愿景应该在团队的各个层面上是共同的，必须采用统一性，以使团队能够满足其价值观，当价值观得到满足时，最终这将有助于满足团队的愿景，因为愿景深深植根于价值观中。
Mission statement analysis of the MCB
MCB的任务说明分析
“Pursing the voyage towards excellence”
“追求卓越之旅”
The mission statement of the group testifies the fact that there is a willingness to adopt best practices in the provision of financial services so that shareholder value increases as well as helping in satisfying the vision statement.
该集团的使命声明证明了一个事实，即愿意在提供金融服务方面采用最佳实践，以提高股东价值，并帮助实现愿景声明。
The mission defines the fundamental purpose of the group. It is the philosophy of why the group exists and how it will conduct its affairs to achieve its vision.
使命定义了团队的基本宗旨。这是一个团体为什么存在以及如何处理其事务以实现其愿景的哲学。
The mission statement plays an important role for the group as is the basis for motivating the use of resources within the group. It also develops a basis or a standard for allocating organisational resources and generally develops a shared organisational climate working towards the vision of the group. It also attracts employees who share common set of goals and values to work for the purpose of enhancement of the vision.
使命宣言对团队起着重要作用，是激励团队内部资源使用的基础。它还制定了分配组织资源的基础或标准，并通常为实现集团愿景而发展共享的组织氛围。它还吸引了具有共同目标和价值观的员工为增强愿景而工作。
The mission statement can be used as a strategic tool for enhancement of the business process. At the MCB group the mission is deeply rooted to the top executive to the middle management level. The mission of the group is to focus on best practices so that the vision is met.
任务说明可以用作增强业务流程的战略工具。在MCB集团，使命深深植根于最高管理层到中层管理层。该小组的使命是专注于最佳实践，以实现愿景。
The MCB has been for several years the bank of the year and is one where best practices are highly implemented, that is why the bank is ranked first in corporate governance practices. These best practices help the group to achieve its vision a many people would opt for the MCB in their needs of financial products.
几年来，MCB一直是年度最佳银行，也是一家高度实施最佳实践的银行，这就是为什么该银行在公司治理实践中排名第一的原因。这些最佳实践有助于该集团实现其愿景——许多人会在他们的金融产品需求中选择MCB。
Hence it can be seen that there is a link and there are interrelated components between the vision and mission statement of the group because the mission of the group, which is working towards excellence, will help to achieve the vision of the group.
因此，可以看出，该集团的愿景和使命宣言之间存在联系，也有相互关联的组成部分，因为该集团致力于追求卓越的使命将有助于实现该集团的目标。
However the mission of the group should not be static, that is it should change when conditions in the groups’ environment change, in which case, the MCB should change its mission. Just focusing on excellence is not enough as there are various intrinsic and extrinsic factors affecting the group. Hence redefining the mission statement becomes a must as the group is growing at a rapid rate and various competitive factors are in the banking business with the entry of new service providers in the field of financial services and retail banking.
然而，小组的任务不应是静态的，也就是说，当小组的环境条件发生变化时，它应该发生变化，在这种情况下，MCB应该改变其任务。仅仅关注卓越是不够的，因为有各种内在和外在因素影响着团队。因此，随着金融服务和零售银行领域新服务提供商的加入，集团正在快速增长，银行业务中存在各种竞争因素，因此必须重新定义使命宣言。
The mission statement of the group should include more shared values as they are deeply rooted in the vision of the group.
集团的使命宣言应包括更多的共同价值观，因为这些价值观深深植根于集团的愿景。
Internal and External analysis should be performed so that the mission is closely aligned to the vision of the group.
应进行内部和外部分析，使任务与小组的愿景紧密一致。
Criticism of Mission Statement 使命宣言批评
The mission of the MCB for the past few years has been mainly in the quality of its staff so that with a dedicated staff and well trained staff this will lead to customer satisfaction and increasing the level of service quality. This will help to create a better image of the group and helping towards its commitment toward excellence. The MCB believes in the quality of human resources, as it customers are satisfied with the staff and through a dedicated service this will help to make the bank the obvious choice for financial services and help meeting the vision statement.
MCB在过去几年的使命主要在于其员工的质量，因此，凭借敬业的员工和训练有素的员工，这将使客户满意并提高服务质量水平。这将有助于塑造集团更好的形象，并有助于实现其追求卓越的承诺。MCB相信人力资源的质量，因为它的客户对员工感到满意，通过专门的服务，这将有助于使银行成为金融服务的明显选择，并有助于实现愿景声明。
Likewise, MCB has been investing loads on best practices so that excellence is achieved and ultimately leading to the corporate philosophy satisfaction. Hence, with the adoption of international best practices, the bank has been gaining a positive image in the region and hence again the bank is working towards meeting of its vision.
同样，MCB一直在对最佳实践进行大量投资，以实现卓越，并最终使企业理念得到满足。因此，随着国际最佳实践的采用，该银行在该地区获得了积极的形象，因此该银行再次努力实现其愿景。
Furthermore, the bank invests massively in innovating products which all ultimately help in achieving the vision of the group and even through the partnerships of international partners like American Express amongst others is helping the group to build a more positive image in the regional market and the international market.
此外，该行在创新产品方面进行了大量投资，这些产品最终都有助于实现集团的愿景，甚至通过与美国运通等国际合作伙伴的合作，帮助集团在地区市场和国际市场树立更积极的形象。
Recommendation 正式建议
The Mauritius Commercial Bank (MCB) is a successful Financial services provider. It has been able to provide quality financial product and services to its customers and it is today the largest and oldest banking institution of Mauritius and has made a name in the region. But as it is said “Nothing is permanent except change” and thus for the MCB to continue to be the pioneer in the Financial Services sector of Mauritius, it needs to continue changing and innovate according to what the customer wants and demands.
毛里求斯商业银行是一家成功的金融服务提供商。它能够为客户提供高质量的金融产品和服务，如今是毛里求斯最大、历史最悠久的银行机构，并在该地区声名鹊起。但正如人们所说，“除了变化，没有什么是永恒的”，因此，为了让MCB继续成为毛里求斯金融服务业的先驱，它需要根据客户的需求不断变化和创新。
A Mission Statement is a declaration as to why an organization exists and defines the business the organization is currently in. Mission Statements concentrate on the present and are a reflection of an organization’s core competencies. The mission statement of MCB is that it wants to move toward excellence. What was excellence years ago is definitely different from what is excellence in the financial sector today. Since the creation of MCB the economic environment around the world has changed. Moreover there have been changes in technologies that have radically changed the way financial products and services are being provided to customers. The working environment itself has changed and so has the behavior of employees and employers. At the same time new legislatives have been introduced in the financial sector and this has resulted in an alteration in the way financial institutions functions and recently due to the financial crisis around the world a lot of financial institutions have been encouraged to change the way they carry out their activities. During the last decades Mauritius itself and its society has evolved. Nowadays people view the financial sector differently to what they used to years ago. Consequently the MCB must consider all these changes and accommodate its mission around them so as the MCB can grow alongside with its economical, political, legal, cultural and social environment.
使命声明是对组织存在原因的声明，并定义了组织当前所处的业务。使命宣言集中于当前，反映了一个组织的核心能力。MCB的使命宣言是：追求卓越。几年前的卓越与今天的金融业的卓越截然不同。自从MCB成立以来，世界各地的经济环境已经发生了变化。此外，技术的变化从根本上改变了向客户提供金融产品和服务的方式。工作环境本身发生了变化，员工和雇主的行为也发生了变化。与此同时，金融部门出台了新的立法，这导致金融机构的运作方式发生了变化。最近，由于世界各地的金融危机，许多金融机构被鼓励改变其开展活动的方式。在过去的几十年里，毛里求斯本身及其社会不断发展。如今，人们对金融业的看法与多年前有所不同。因此，MCB必须考虑所有这些变化，并适应其周围的使命，以便MCB能够与其经济、政治、法律、文化和社会环境一起发展。
A Vision Statement focuses on the future. It states what you want the organization to be. Vision Statements come from the heart as well as the head. A Vision Statement represents a realistic dream for an organization and forces it to take a stand for a preferred future. To be the best choice of everyone is the vision of the MCB. But there may be other things that that can become the aims of the MCB.
愿景声明关注未来。它说明了你希望组织成为什么样的组织。愿景宣言来自内心，也来自头脑。愿景声明代表了一个组织的现实梦想，并迫使它为一个首选的未来采取立场。成为每个人的最佳选择是MCB的愿景。但可能还有其他事情可以成为MCB的目标。
It can be easily proved with the market share value
市场份额价值很容易证明这一点
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