代寫Assignment范例：Vision and Mission statement of Mauritius commercial bank
代寫assignment范例-毛里求斯商業銀行的愿景和使命聲明。本文是一篇由本站代寫服務提供的留學生assignment范文，本篇assignment主要內容是講述MCB的使命宣言是：追求卓越。幾年前的卓越與今天的金融業的卓越截然不同。自從MCB成立以來，世界各地的經濟環境已經發生了變化。此外，技術的變化從根本上改變了向客戶提供金融產品和服務的方式。工作環境本身發生了變化，員工和雇主的行為也發生了變化。與此同時，金融部門出臺了新的立法，這導致金融機構的運作方式發生了變化。
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.
本文試圖分析毛里求斯商業銀行（MCB）有限公司的愿景和使命宣言。簡要介紹了該組織，然后是愿景和使命聲明，對聲明進行了全面分析，并提出了批評意見。這些批評者是在分別閱讀愿景和使命聲明時確定的，還可以看出，我們應用了SMART標準來分析愿景聲明，關于集團的使命，我們通過公司為實現其目標和目的而采取的各種步驟對其進行了分析。
Keywords: Banking,Vision Statement, Mission statement, MCB Ltd,
關鍵詞：銀行業務，愿景聲明，使命聲明，MCB有限公司，
Introduction 介紹
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.
毛里求斯商業銀行（MCB）有限公司，是毛里求斯的主要銀行之一，成立于1838年。目前，微型斷路器有限公司的分支機構遍布全島。該銀行在其成立的頭一百年中多次遇到嚴重的財政困難。盡管經歷了各種國家和國際金融危機、其他十家商業銀行多年來的激烈競爭、兩次世界大戰和自然災害，“毛里求斯商業銀行有限公司”還是成功地擴大了業務，將資本增加了兩倍，并于1920年在Curepipe開設了第一家分行。如今，該銀行通過在其總部以及在毛里求斯和羅德里格斯的42家分行和柜臺擴大對貿易、農業、紡織業、旅游業和其他部門以及個人客戶的堅定支持，在該國經濟中發揮著至關重要的作用。MCB有限公司被稱為“有愛心的銀行”，出于這個目的，每一家成功的企業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為該地區及其他地區金融服務的明顯選擇。愿景聲明引發了啟動MCB有限公司的愿望，將其作為在該州提供金融服務的試金石，甚至更進一步，以滿足其客戶在全球經濟中日益增長的需求。要做到這一點，公眾必須對銀行充滿信心，例如，最近的MCB/NPF案件可能對MCB有限公司來說是致命的，但事實并非如此，因為銀行設法減少并幾乎消除了所有相關風險。
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。該使命聲明證明了在創造股東價值的背景下，集團在提供金融服務方面對最佳實踐的不懈忠誠。MCB有一個傳統，即成為適應客戶需求的修改和創新的領導者，因此，其愿景、使命和企業價值觀是一致的，以保持這一地位。他們知道，他們未來的成功將取決于他們以更快、更便宜、更專業的方式向日益成熟的全球客戶提供各種服務的能力。為了實現這一目標，該行正在對技術和人力資源進行大規模投資。
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義。
To analyse and understand the vision and mission statements of MCB and its implementation.
分析和理解MCB的愿景和使命聲明及其實施。
To suggest improvements that can be brought to the vision and mission statements of MCB.
建議對MCB的愿景和使命宣言進行改進。
Literature Review 文獻綜述
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.
每個組織都有自己的愿景和使命宣言，這些愿景和使命是根據公司的實際業績和未來想要實現的目標制定的。
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：“根據組織或企業的基本目標和/或戰略方向，定義其期望或預期的未來狀態。愿景是一種長期觀點，有時描述組織希望其經營的世界是什么樣子。例如，與窮人合作的慈善機構可能會有一個愿景聲明d“一個沒有貧困的世界”（維基百科，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：“定義一個組織或企業的基本宗旨，簡明扼要地描述它為什么存在以及它為實現其愿景所做的事情”（維基百科，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.
各組織通常將目標和目的總結為一份使命聲明和/或愿景聲明。其他人則從愿景和使命開始，并用它們來規劃目標。
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).
雖然共同任務的存在非常有用，但許多戰略專家對書面任務說明的要求提出質疑。然而，有很多戰略規劃模型都是從任務聲明開始的，所以在這里研究它們是有用的（維基百科，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，并將其定義為“持久的目標宣言”，將一個組織與其他類似企業區分開來。它表明，精心制定的使命宣言可以為公司提供優勢或好處。它還指出，任務說明必須比短語或句子更長，但不能是兩頁的文件，并且在價值觀、百分比、數字、目標或戰略方面不能過于具體。因此，它得出的結論是，更好的使命宣言將帶來回報，這意味著提高個人和業務表現
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).
研究如何將人員和資源和諧地融合在一起，以實現共同的目標，仍然是當今管理層面臨的最困難的任務之一。闡述了制定具有光輝愿景的企業使命宣言以增強和創造組織目標的重要性，并考察了不同的組織文化如何影響員工的活力。從這個愿景中，我們可以看到組織中所有員工對公司目標的平行看法。公司客戶和員工的貢獻確保了目標的實現，并保持了目標的活力和新鮮感。這導致了組織的創新、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，高管成員應努力提升或激勵員工，以實現其愿景。根據Eigeles（2003），他進行了一項分析，該分析代表了幫助組織促進者與客戶高效合作的結構方法。盡管不可能有效地激勵和鼓勵高管團隊自愿產生真正的愿景和使命，并在組織中實施這些愿景和使命以提高績效和和諧。
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）介紹了一種增強現有使命和愿景聲明的方法。初始陳述的設置更改為（1）建議一項行動，（2）僅模糊地識別該行動，以及（3）包括社會分類。他還討論了統一行動宣言的一些后果，包括來自體驗式團體活動和高科技咨詢公司的例子。由此產生的“統一行動宣言”同意領導者使用團隊形成的力量來幫助激勵任務表現。
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，所有發展中的企業在組織轉型過程中都會遇到困難（Churchill和Lewis 1983）。從小型創業組織向“成熟”商業組織的演變以大量重要的內部和外部變化為特征（Hambrick和Crozier 1985；Churchill和Lewis 1983）。小企業經常發現成功吸引了別人的注意；新的小型初創企業和/或大型競爭對手可能進入市場（Porter 1980）。增長的上升可能會要求增加對海外市場的投資。內部變革包括引入專業管理來處理日益復雜的組織；引入外部股權為增長融資（威爾士和懷特，1981年）；以及采用組織制度和程序。
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).
內部變化，如銷售額、員工人數、組織形式和復雜性的增加，要求小企業經營者在不斷變化的組織中改變其角色（Hambrick和Crozier，1985年）。追求成長通常需要所有者/管理者學習新技能，并從“實干家”轉變為“管理者”（Churchill和Lewis 1983）。小企業往往無法發展，因為管理者未能實現這一轉變（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.
在成長過程中，小企業經理變得越來越疏遠員工（Hambrick和Crozier 1985；Churchill和Lewis 1983），并發現新員工、新專業經理和新投資者不再認同他或她的強烈創業愿景。生存策略之一是將財務和戰略規劃與控制系統引入組織（Gable和Topol，1987年；Bracket和Pearson，1985年）。對大型組織的這些規劃和戰略管理系統至關重要的是引入任務說明。皮爾斯（Pearce）和大衛（David）（1987）在他們的工作中認為，表現更高的大公司的使命宣言比不太成功的公司的使命聲明更全面。這篇文章背后的想法是探討愛爾蘭高增長的中小企業是否具有更全面的使命宣言的特點。
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，缺乏新的證據來證明特派團聲明所產生的廣受好評和假定的積極影響。一些研究對任務陳述有價值并有助于提高利潤的觀點提供了有限的實證支持（Rarick和Vitton，1995年；Klemm、Sanderson和Luffman，1991年；Germain和Cooper，1990年；Falsey，1989年；Pearce和David，1987年）。這些研究完全假設任務說明是成功的決定因素，然后才考慮到成功的組織更有可能采用正式的系統和程序，包括編寫正式的任務說明。
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.
另一個關于中小企業的研究基礎是Analoui和karami（2002），他們表示，制定使命宣言被認為是制定組織商業戰略的關鍵因素。使命宣言鼓勵員工有一種共同的期望感，毫不奇怪，它最近被認為在電子行業的中小企業中越來越重要。這其中的一個主要動機是這些企業經營和設法找到它們的日益深入的參與和充滿活力的競爭環境。
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.
在過去十年中，使命宣言已成為首席執行官最常用的管理工具。學術界和從業者都認為，制定一份有意義的使命宣言在戰略上對企業的成功至關重要。本文揭示了中小企業CEO對其使命宣言的認識。這項研究在調查使命宣言的存在和內容之間，并因此確定中小企業制定有意義的使命宣言與企業選定績效結果之間的關系（如果有的話）。
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，從Mullane（2002）的角度來看，管理者對公司使命的忠誠度存在分歧。一些管理者對他們的使命宣言信誓旦旦，而另一些則對他們的承諾信誓旦旦旦。來自兩家公司的事實和現有的研究表明，這種分歧源于經理對使命宣言的看法。將使命宣言視為可以影響組織內部工作的工具的管理者可能會理解使命的有用性。那些展示自己的使命宣言并期望他們神奇地改變組織行為的管理者可能會感到沮喪，并將其視為徒勞的練習。研究發現，從兩位采取第一種觀點的管理者那里獲得的見解提供了管理者可以利用的具體步驟，以利用他們的使命宣言的好處。
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，使命感可以成為塑造和引導創業的強大力量。他討論了它如何聚焦企業家的愿景，并為其提供真正的戰略方向。作為一份明確的官方使命聲明，它可以用于將組織內不同的利益相關者群體聚集在一起。想象一下，它也充當了一個“備忘錄”，用于溝通該計劃為客戶、供應商和潛在員工提供的內容。他還指出，明確的使命也有助于吸引投資。它吸引了潛在投資者的注意力，并提出了專業的管理方法。然而，如果要成功，任務必須適合在同情組織的情況下制定的計劃，并進行有效溝通。
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，還對公司如何通過“使命宣言”來闡述其公司哲學進行了另一次研究。盡管對這類陳述進行了大量的語言學和文本分析，但它使我們能夠將文本典型化為一種非常規的、組織性的類型，并且是一種最近變得具有一定意義的類型。這一討論是對兩家知名美國公司的使命聲明進行上下文和互文分析的基礎。
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).
通過詳細說明這些使命宣言的歷史、基本原則和作用，這些使命宣言已經表明了文本是如何修辭設計的，以確保最大限度地獲得員工的“認同”。在一個案例中，《使命宣言》似乎是一個授權保護和培育的歷史愿景；在另一種情況下，重寫《使命宣言》是對危機的合作回應。因此，他們討論了這些發現對制度語言學中當代話語和體裁分析方法的影響（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.
與此同時，Bart（2001）規定，使命宣言象征著大多數組織戰略的基石。雖然已經對（人力智力資本）HIC結構可能包含的內容進行了大量研究，但沒有人試圖理解任務聲明及其對HIC結構的影響之間的聯系。本研究報告的不確定結果開始填補無效結果。它們表明，任務說明在衡量和報告一個組織的智力資本方面肯定具有令人信服的地位，并表明需要在這方面進行更多的研究。
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).
使命宣言本身沒有什么價值。一些組織有很好的使命宣言，但他們的管理團隊往往缺乏目標感。在一些公司，管理團隊有著清晰的愿景和興趣，這是非常了不起的，而沒有使命宣言。使命宣言本身并不重要，因為它們創建了一個具有使命感的管理團隊，而使命感是至關重要的（Campbell，1993）。
Company Profile 公司簡介
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年根據皇家憲章成立，勞埃德銀行成為該集團的第一股東。MCB是毛里求斯第一家安裝ATM的銀行，也是第一家發行信用卡的銀行，迄今為止，MCB一直是毛里求斯證券交易所官方名單上表現最好、市值最高的上市公司。MCB一直致力于推廣各種關鍵金融產品和服務，包括移動銀行、零售銀行產品、公司銀行、私人銀行、國際銀行、互聯網銀行服務以及提供美國運通服務。
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是第一家在國際市場上推出循環信貸的毛里求斯商業銀行。MCB集團甚至在塞舌爾、莫桑比克、馬達加斯加和法國等地設立了分支機構。通過其子公司、聯營公司在其他八個國家開展業務。
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集團雇傭了約2600名員工和18000多名當地和外國投資者。MCB集團在與利益相關者的交易中遵守最高程度的誠信和道德行為標準。
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集團一直以風險分擔為理念，在經濟的各個部門實現多元化，并為客戶提供最高水平的服務質量。同樣，MCB集團分為兩個主要部分，即銀行本身以及本地和外國子公司。
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集團擁有一個非常勤奮、高素質、敬業的董事會，他們致力于讓不同利益相關者滿意，并最大限度地提高集團的整體利潤。
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集團對公司治理實踐有著非常高的評價，因此，MCB集團被授予年度最佳銀行，由于廣泛的公司治理實踐，該銀行能夠有效地實現其愿景。
Analysis of the MCB MCB分析
Vision 視力
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集團的愿景是“成為該地區及其他地區金融服務的明顯選擇”，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的愿景顯然是該公司想要成為的，這也是該集團的理想目標。MCB有一個傳統，即成為領導者，適應變化，創新以滿足客戶需求，這基本上是MCB的企業理念。該集團已經明確制定了這一愿景，因為他們相信，未來的成功將取決于以更快、更便宜、更高效的方式提供全面服務的能力，從而增加本地客戶和外國高端客戶。
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的這一愿景是建立在競爭軸上，以進一步實現產品差異化和區域多元化。該公司的愿景是提供更廣泛的金融服務，從傳統的銀行業領域轉向更復雜的服務，包括資產融資、租賃、投資融資和經紀服務。這就是該集團的目標，即作為一個提供全面金融服務的單一窗口。愿景聲明的目的是最大限度地提高客戶滿意度并提高客戶忠誠度。這一愿景的另一個方面是充分實現多元化戰略的最大化，即加強和深化集團在國際市場的存在，這些市場提供了大量投資機會，基本上有助于提升集團在國際舞臺上的形象。
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，競爭戰略的要點和本愿景聲明的目的是大幅增加海外子公司對集團整體利潤的貢獻。最終，該集團相信，愿景聲明背后的理念越來越落后，這將帶來更好的競爭優勢，并成功鞏固所采用的戰略，從而提高客戶滿意度和服務質量。當然，關鍵在于戰略和愿景哲學之間的適當平衡。
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希望成為提供銀行服務和非銀行服務的基準，以便其他金融服務提供商可以稱MCB為當地市場和地區市場銀行業務的“獅子”。MCB相信提供金融服務可以最大限度地提高客戶滿意度，并彌合客戶感知和客戶期望之間的差距，最終彌合服務質量差距。
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.
推動MCB實現其愿景哲學的動力是創新。創新是MCB在其戰略中堅持的價值觀之一。MCB相信所有管理層的創新，這將最終幫助集團實現其目標。
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.
從愿景聲明中可以推斷出，集團的企業理念與當地和地區金融服務的領導者有著密切的聯系。
The vision statement of the MCB is all about the following:
MCB的愿景聲明包括以下內容：
Partnerships 伙伴關系
Relationships 關系
Innovation 創造
Attitude to risk 對風險的態度
Passionate banking.熱情的銀行業務。
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.
在沒有各種投資者幫助的情況下，集團將無法成為領導者的合作關系，以及銀行為雙方合作伙伴提供長期前景的合作關系。創新是集團作為領導者的價值觀，真誠是提供差異化的金融服務。同樣的態度是，集團愿意承擔風險，以享受新的風險和熱情的銀行業務，因為集團相信享有特權的銀行關系，這將有助于提高業務和口碑宣傳以及服務質量和客戶滿意度。
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認為，制定愿景是領導層的工作，而愿景正是該集團想要實現的目標。這就是為什么該行相信要加強人力資源，尤其是董事會層面的人力資源，以便明確定義并實現愿景。集團相信管理技能能夠清晰地定義集團的愿景哲學
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:
愿景聲明通常植根于推動組織前進的價值觀。植根于MCB愿景的價值觀如下：
Integrity 誠實正直
Customer care 客戶關懷
Team work 團隊合作
Innovation 創造
Knowledge 知識
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.
這六種價值觀深深植根于集團的愿景之中。由于該集團希望成為該地區及其他地區金融服務的明顯選擇，這些價值觀將有助于該公司將其存檔。
Are integrity, customer care, team work, innovation, knowledge and excellence found in the vision of the group?
誠信、客戶關懷、團隊合作、創新、知識和卓越是否體現在集團的愿景中？
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.
對于該集團來說，要實現其愿景，很明顯，誠信應該在其內部，這對MCB來說是事實，因為對大多數人來說，這是一家從員工到高級管理層都以最誠信著稱的銀行。因此，這個價值肯定會幫助該集團滿足其企業愿景哲學。
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.
關于客戶關懷，該行相信為客戶提供快速、專注和無與倫比的服務。該銀行相信自己的服務質量和客戶滿意度。因此，銀行非常重視客戶滿意度。
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.
該銀行相信集體工作的方法和共同的愿景，這樣人們的不同協同作用就可以結合在一起，這將為集團帶來優勢。同樣，這也有助于將個人能力和技能運用到團隊中的各個人身上。
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.
創新一直是集團內部各個管理層的傳統，這些都最終有助于集團提供的金融產品的產品差異化。
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.
集團的知識哲學都是關于通過終身發展和學習來培養人力資本以實現集團愿景的堅定承諾。
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”.
卓越是集團認為非常重要的東西，有助于成為提供金融服務的領導者，也是集團“追求卓越之旅”使命的所有方面的卓越。
Criticisms of the vision statement 對愿景聲明的批評
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.
愿景是集團的企業抱負，描述了集團的長期抱負和理想目標。但是，在愿景聲明中，價值觀得到了滿足，但應滿足SMART標準，即具體、可衡量、適當、現實和有時限。
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.
具體而言，這一愿景將成為該地區及其他地區金融服務業的明顯選擇。這是關于需要完成什么的明確信息，但“超越”這個詞是有限的。在國際市場、非洲地區或其他地區做得入不敷出。因此，它應該是明確的。
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-銀行必須發展和評估銀行如何成為金融服務的明顯選擇。有沒有與其他銀行進行比較分析？
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.
適當-愿景聲明在某種程度上符合使命，因為只有通過卓越，集團才能成為金融服務的選擇。
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.
現實-MCB的愿景聲明非常具有挑戰性和高度挑戰性，以推動管理層滿足愿景的企業哲學。
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.
時間限制-關于時間框架，愿景聲明中沒有說明銀行希望成為金融服務的明顯選擇。
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.
該集團的愿景應該能夠量化，就像MCB集團的情況一樣，銀行會通過市場份額或市值來量化嗎。
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.
團隊的愿景應該是一個共同的愿景，即愿景應該在團隊的各個層面上是共同的，必須采用統一性，以使團隊能夠滿足其價值觀，當價值觀得到滿足時，最終這將有助于滿足團隊的愿景，因為愿景深深植根于價值觀中。
Mission statement analysis of the MCB
MCB的任務說明分析
“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.
該集團的使命聲明證明了一個事實，即愿意在提供金融服務方面采用最佳實踐，以提高股東價值，并幫助實現愿景聲明。
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.
使命定義了團隊的基本宗旨。這是一個團體為什么存在以及如何處理其事務以實現其愿景的哲學。
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.
使命宣言對團隊起著重要作用，是激勵團隊內部資源使用的基礎。它還制定了分配組織資源的基礎或標準，并通常為實現集團愿景而發展共享的組織氛圍。它還吸引了具有共同目標和價值觀的員工為增強愿景而工作。
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.
任務說明可以用作增強業務流程的戰略工具。在MCB集團，使命深深植根于最高管理層到中層管理層。該小組的使命是專注于最佳實踐，以實現愿景。
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.
幾年來，MCB一直是年度最佳銀行，也是一家高度實施最佳實踐的銀行，這就是為什么該銀行在公司治理實踐中排名第一的原因。這些最佳實踐有助于該集團實現其愿景——許多人會在他們的金融產品需求中選擇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，該集團的愿景和使命宣言之間存在聯系，也有相互關聯的組成部分，因為該集團致力于追求卓越的使命將有助于實現該集團的目標。
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，小組的任務不應是靜態的，也就是說，當小組的環境條件發生變化時，它應該發生變化，在這種情況下，MCB應該改變其任務。僅僅關注卓越是不夠的，因為有各種內在和外在因素影響著團隊。因此，隨著金融服務和零售銀行領域新服務提供商的加入，集團正在快速增長，銀行業務中存在各種競爭因素，因此必須重新定義使命宣言。
The mission statement of the group should include more shared values as they are deeply rooted in the vision of the group.
集團的使命宣言應包括更多的共同價值觀，因為這些價值觀深深植根于集團的愿景。
Internal and External analysis should be performed so that the mission is closely aligned to the vision of the group.
應進行內部和外部分析，使任務與小組的愿景緊密一致。
Criticism of Mission Statement 使命宣言批評
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在過去幾年的使命主要在于其員工的質量，因此，憑借敬業的員工和訓練有素的員工，這將使客戶滿意并提高服務質量水平。這將有助于塑造集團更好的形象，并有助于實現其追求卓越的承諾。MCB相信人力資源的質量，因為它的客戶對員工感到滿意，通過專門的服務，這將有助于使銀行成為金融服務的明顯選擇，并有助于實現愿景聲明。
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.
同樣，MCB一直在對最佳實踐進行大量投資，以實現卓越，并最終使企業理念得到滿足。因此，隨著國際最佳實踐的采用，該銀行在該地區獲得了積極的形象，因此該銀行再次努力實現其愿景。
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，該行在創新產品方面進行了大量投資，這些產品最終都有助于實現集團的愿景，甚至通過與美國運通等國際合作伙伴的合作，幫助集團在地區市場和國際市場樹立更積極的形象。
Recommendation 正式建議
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.
毛里求斯商業銀行是一家成功的金融服務提供商。它能夠為客戶提供高質量的金融產品和服務，如今是毛里求斯最大、歷史最悠久的銀行機構，并在該地區聲名鵲起。但正如人們所說，“除了變化，沒有什么是永恒的”，因此，為了讓MCB繼續成為毛里求斯金融服務業的先驅，它需要根據客戶的需求不斷變化和創新。
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.
使命聲明是對組織存在原因的聲明，并定義了組織當前所處的業務。使命宣言集中于當前，反映了一個組織的核心能力。MCB的使命宣言是：追求卓越。幾年前的卓越與今天的金融業的卓越截然不同。自從MCB成立以來，世界各地的經濟環境已經發生了變化。此外，技術的變化從根本上改變了向客戶提供金融產品和服務的方式。工作環境本身發生了變化，員工和雇主的行為也發生了變化。與此同時，金融部門出臺了新的立法，這導致金融機構的運作方式發生了變化。最近，由于世界各地的金融危機，許多金融機構被鼓勵改變其開展活動的方式。在過去的幾十年里，毛里求斯本身及其社會不斷發展。如今，人們對金融業的看法與多年前有所不同。因此，MCB必須考慮所有這些變化，并適應其周圍的使命，以便MCB能夠與其經濟、政治、法律、文化和社會環境一起發展。
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.
愿景聲明關注未來。它說明了你希望組織成為什么樣的組織。愿景宣言來自內心，也來自頭腦。愿景聲明代表了一個組織的現實夢想，并迫使它為一個首選的未來采取立場。成為每個人的最佳選擇是MCB的愿景。但可能還有其他事情可以成為MCB的目標。
It can be easily proved with the market share value
市場份額價值很容易證明這一點
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