The main problems that occur in achieving the mission of a company are: The mission is compiled by senior executives of the company that does not have sufficient information to others in the company, are summarized in call mission without inclusion, ie when the mission is generated at the highest levels of the company without enough information coming from employees at other levels, even the best communication ever become a real commitment. This contradicts what was stated by Peter Drucker, in the decade of the seventies (70), which held that the mission of the organization should be made by the company that has a complete vision of the entire business, the part that can make decisions that affect you in full. Mission only, no action, that is, the mission is devolved to the action. Therefore it must be remembered that the mission statements are often perceived by “words without deeds,” because they are too generic to make the mission is flexible enough to accommodate strategic changes, expressed in terms so general that they end up having no meaning. A heartless mission, the mission does not capture the true purpose and values of the organization. Comment Wall and Rye, the reasons for the failure of new visionary purpose is that it is the staff of the organization as “resources” that should handle the place of meeting him as an individual with a heart and human values. The missions that focus on financial measures such as the ability to earn profits at the time often fail to engage the feelings and get the commitment of people.
Conclusions The management can not ignore from the start of the operation of the company to define its mission, which commits the company, which is what it offers, what is their role to this end should be very clear how to operate, with which resources account in order to make way for the actions, strategic plans that will encourage more turbulent as the scenarios facing police Venezuela to its instability and economic course. All leading to the manifestation of uncertainty, risk, which are decisive in achieving the mission that the companies intend to achieve. As is known, Dr. Russell Ackoff in his book ‘Management in small doses’ (Wiley, 1989) proposed to be valuable, the mission statement of a company must assert something that can reasonably disagree. It is a proposal troubling because it forces shareholders to make decisions, to choose things that would be willing to do and things that should have left out, at least for a while. This is disturbing also because it leads to the conclusion that the mission statement, which should be temporary, is made for the long term.