Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

Developing organisational vision in general practice

A al-Shehri1, I Stanley, P Thomas

  • 1Department of General Practice, University of Liverpool.

BMJ (Clinical Research Ed.)
|July 10, 1993
PubMed
Summary
This summary is machine-generated.

Related Concept Videos

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Mutations in codons 12 and 13 of K-ras exon 2 in colorectal tumors of Saudi Arabian patients: frequency, clincopathological associations, and clinical outcomes.

Genetics and molecular research : GMR·2017
Same author

Squamous cell carcinoma of the pancreas.

Current oncology (Toronto, Ont.)·2008
Same author

Neural tube defects in the Asir Region of Saudi Arabia.

Annals of Saudi medicine·2007
Same author

Patients' perceptions of medical explanations for somatisation disorders: qualitative analysis.

BMJ (Clinical research ed.)·1999
Same author

Motivation and continuation of professional development.

The British journal of general practice : the journal of the Royal College of General Practitioners·1998
Same author

Patients with medically unexplained symptoms: sources of patients' authority and implications for demands on medical care.

Social science & medicine (1982)·1998
Same journal

Peptides: FDA appointed advisory committee criticised for conflicts of interest.

BMJ (Clinical research ed.)·2026
Same journal

Hantavirus outbreak linked to cruise ship is over, say officials.

BMJ (Clinical research ed.)·2026
Same journal

BMA recommends that 16 and 17 year olds get access to cross sex hormones.

BMJ (Clinical research ed.)·2026
Same journal

Andy Burnham could apply lessons from Manchester to create a healthier Britain with a stronger economy.

BMJ (Clinical research ed.)·2026
Same journal

Uganda confirms Marburg case as Ebola outbreak continues.

BMJ (Clinical research ed.)·2026
Same journal

Australia increases penalties for social media companies to enforce under 16s ban.

BMJ (Clinical research ed.)·2026
See all related articles

Developing a collective organizational vision is crucial for general practices navigating the uncertain healthcare environment. This strategic approach helps guide practices from current challenges toward a stable future.

Area of Science:

  • Management Science
  • Healthcare Management
  • Organizational Behavior

Background:

  • The term "vision" in management is often ill-defined but crucial for organizational direction.
  • General practices face increasing environmental uncertainty due to National Health Service (NHS) reforms.
  • Effective strategic planning requires a clear vision connecting present realities with future aspirations.

Purpose of the Study:

  • To explore the concept of organizational vision within general practices.
  • To demonstrate the feasibility of developing a collective vision in small healthcare organizations.
  • To outline key characteristics of an effective organizational vision for general practices.

Main Methods:

  • Conceptual analysis of organizational vision in the context of general practice.

Related Experiment Videos

  • Discussion of challenges posed by NHS reforms to strategic planning.
  • Exploration of developing a collective, rather than individual, vision.

    • Main Results:

    • Organizational vision is essential for guiding general practices through uncertainty.
    • Collective vision development is achievable and practical for small general practices.
    • Key attributes of an effective vision include breadth, continuity, and predictive capacity.

    Conclusions:

    • General practices must develop a strategic vision to navigate the evolving healthcare landscape.
    • A collective organizational vision can be fostered within general practices.
    • Monitoring the predictive capacity of the vision is vital for its ongoing relevance and effectiveness.