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INTRODUCTIONIn 1973 Peter Drucker wrote that military delegating and philosophy is the key start point in business and claimed that the lack of thought and attention given to them as the cause of many frustrations and failures in business.Subsequently Pearce (1982), David (1989), Campbell and Tawadey (1990) and others developed a bole of knowledge on mission biddings as a strategic tool essential for good management practice.The Ashridge modelMAINTAINING A CORPORATE FOCUSmission controversy is a powerful instrument which can significantly influence the actions of an organisation Campbell and Tawadey (1990) put the mission statement into the context of a mission model, empower "The Ashridge Mission Model", which comprises four elements *Purpose describes why the organisation exists *Strategy focuses on how the purpose might be achieved *Values are what the organisation cherishes and believes in *Behaviour standards are the policies and patterns existing within the orga nisation which guide and colour how it operates *key issues are whether such elements have been addressed and whether the organisations stance is clearly understand by all employees * Strong links between the four elements will result in a strong mission During the 1990s attitudes to company mission statements were generally positive with more companies using them and academics and consultants engaged in defining and evaluating them. Most of this was within the context of strategic management since mission and vision arrive at a framework within which strategising takes place (Eden and Ackerman 1998) leading to the mission as a statement of strategic intent.Leading management authors advised that corporate headquarters draw up business plans which include broad statements of mission and strategy (Kotler 1991, Kay 1993, Lynch 2000, Thompson 2001). There were numerous definitions and categorisations of mission statements (Jauch and Glueck 1988, potson and Scholes 1999, De Wit and M eyer 1994, Barrow et al. 2001), but modest discussion, still less empirical evidence, of how mission statements are used, by whom and their impact on performance. Research since 2000 has attempted to remedy the deficiency in the mission statement literature and to establish a link between mission statements and performance. Bart and Baetzs (1998) in-depth study showed that the prese... ... 10-13.Campbell, A., & Yeung, S. (1991). Creating a sense of mission. Long Range Planning, 24(4), 10-20David, F. R. (1989, February). How companies narrow their mission. Long Range Planning, 221 (113), 90.Drucker, P. (1973). Management tasks, responsibilities, and practices. New York Harper Row.Eden, C. and Ackerman, F. (1998) The Journey of Strategic Management, London Sage PublicationsLtd.Krohe, J. Jr, Do you really need a mission statement? Across the Board, Jul/Aug95, Issue 7, p16, 5p, 1c, 1bw.Klemm, M., Sanderson, S. and Luffman, G. (1991) Mission statements selling corporate values to e mployees, Long Range Planning, 24(3) 73-78.Johnson, G. and Scholes, K. (2002) Exploring Corporate Strategy, Hemel Hempstead, Hertfordshire Prentice Hall Europe. 6th editionOlins, W. (1990) Corporate individuality Making Business Strategy Visible Through Design, LondonThames and Hudson.Pearce, J. (1982). The company mission as a strategic tool. Sloan Management Review, 23(3), 15-24. Mary Klemm & John Redfearn Mission Statements Do They Still Have a Role?Rigby, R. (1998) Mission statements the good, the bad and the ugly, Management Today, March 56-9.