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P. Senge (1997)
THE FIFTH DISCIPLINEMeasuring Business Excellence, 1
Muhannad Abdallat, Hesham El-Emam (2007)
Customer Satisfaction
A. Pettigrew, E. Ferlie, L. McKee
Shaping Strategic Change
A. Pettigrew, E. Ferlie, L. McKee (1992)
Shaping Strategic Change: The Case of the NHS in the 1980sPublic Money & Management, 12
D. Ciampa (1991)
Total quality : a users' guide for implementation
Sets out to demonstrate the usefulness of vision statements to self‐directed work teams, taking ideas from the development of vision within teams in an organization of around 1,000 employees. Considers barriers to the creation of a shared vision in which employees have a stake, putting forward the concept of “team‐sized vision” as a means of coping with the identified problems of “size” and “ownership” with regard to organization‐sized vision. Outlines various advantages of team‐sized vision, e.g. enabling positive discussion of change and acting as a strong motivator. Sets out a process for the generation of team‐sized vision, broken down into four main steps. Concludes that the process can be undertaken with relative ease and that vision is for all levels of the organization ‐ not just top management.
Health Manpower Management – Emerald Publishing
Published: Apr 1, 1996
Keywords: Motivation; Organizational decision‐making; Size; Teamwork; Vision
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