1996
DOI: 10.1108/09513559610146384
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Visions of excellence in Australian and Canadian human services organizations

Abstract: Addresses the issue of how Australian and Canadian managers of human services organizations(HSO) define organizational excellence. Presents a study in which HSO managers were interviewed in order to ascertain their vision of an excellent ideal. Describes the methods and findings and discusses those findings in the context of the literature on management. Addresses the implications of the research through a series of recommendations to subvert barriers to excellence.

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Cited by 8 publications
(4 citation statements)
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“…There are many examples of CI concerning non-profit organizations such as British charities (Bennett, 2003, pp. 335-345), human services organizations (Emerson and Harvey, 1996), public libraries (Harrison and Shaw, 2004) and education -in this latter case, using benchmarking and environmental analysis (Weller, 1996). It was therefore appropriate to undertake research into the competitive environment for HEIs in a major Chinese city, Tianjin.…”
Section: And Swot Analyses Of Universitiesmentioning
confidence: 99%
“…There are many examples of CI concerning non-profit organizations such as British charities (Bennett, 2003, pp. 335-345), human services organizations (Emerson and Harvey, 1996), public libraries (Harrison and Shaw, 2004) and education -in this latter case, using benchmarking and environmental analysis (Weller, 1996). It was therefore appropriate to undertake research into the competitive environment for HEIs in a major Chinese city, Tianjin.…”
Section: And Swot Analyses Of Universitiesmentioning
confidence: 99%
“…The meaning of excellent e-governance (e 2 -governance) Excellence in organisations has been perceived to have the following attributes (Emersen and Harvey, 1996):…”
Section: Ijpsm 186mentioning
confidence: 99%
“…Excellence in organisations has been perceived to have the following attributes (Emersen & Harvey, 1996):…”
Section: The Meaning Of Excellent E-governance (E 2 -Governance)mentioning
confidence: 99%
“…(Emerson &Harvey, 1996 andPeters andWaterman, 1982) These view excellence as purpose-driven (i.e. goal-centric and measured by outputs), customer-centric (i.e.…”
Section: Challenges In Identifying Excellence In Doctoral Supervisionmentioning
confidence: 99%