Quality improvement through organizational development

Total Quality Management

Volumn 9, Issue 4-5, 1998, Pages 35-37

  Cook, Michael J ^a  

^a UNIVERSITY OF CUMBRIA   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0542426294     PISSN: 09544127     EISSN: None     Source Type: Journal    
DOI: 10.1080/0954412988514     Document Type: Article

References (9)

1. BERNREUTER, M. (1993) The other side of shared governance, Journal of Nursing Administration, 23, pp. 12-14.
2. DAHLGAARD, J.J., LARSEN, H.Z. & NØRGAARD, A. (1997) Leadership profiles in quality management, Total Quality Management, 8, pp. S16-S30.
3. DEPARTMENT OF HEALTH (1997) The New NHS, Modern and Dependable (London, HMSO).
4. GEOGHEGAN, J. & LANCASTER, A. (1995) Shared governance: developing a British model, British Journal of Nursing, 4, pp. 780-783.
5. LAWLER, E.E. III (1992) The Ultimate Advantage: Creating the High Involvement Organization (San Francisco, Jossey-Bass).
6. NASH, E.M. & EVERETT, L.N. (1996) Cultural cohesion versus collision, Journal of Nursing Administration, 26, pp. 11-18.
7. PRITCHETT, P.L. & POUND, R. (1991) Business as Usual: The Handbook for Managing and Supervising Organizational Change (Dallas, Pritchett Publishing Co.).
8. TOTTEN, N. & SCOTT, V. (1993) Who's on first? Shared governance in the role of the nurse executive, Journal of Nursing Administration, 23, pp. 28-32.
9. WALTER, G.A. (1985) Cultural collisions in mergers and acquisitions. In: P.J. FROST, L.F. MOORE & M.R. LOUIS (Eds), Organizational Culture (Beverley Hills, CA, Sage).