Organizational vision: experience at the unit level.
OBJECTIVE
The main focus of this follow-up study was to describe how the vision statements were perceived to describe the work in the units and what kind of relationships there were between the vision statements and background factors during the 3-year follow-up.


BACKGROUND
he vision statement gives a competitive advantage to the organization. It helps find the desired direction during a period of transformation in the organization. Satisfaction, empowerment and motivation are challenged in the vision-realization process.


METHODS
he data were gathered by questionnaire from the multidisciplinary team members on three occasions. The response rate was 58% (n = 115, n = 112) for the first and second data sets, and 53% (n = 103) for the third data set. The data was analysed statistically.


RESULTS
The organizational vision was perceived as quite stable during the 3 years. Factors associated with the vision statement at the end of the 3-year period were workload, experience of stress, work motivation, work satisfaction, importance of work independence and general empowerment.


CONCLUSIONS
eaders are able to sustain the vision statement by motivating and empowering the staff. Empowerment especially is worth reinforcing in a vision-realization process.
University of Tampere, Tampere, Finland. marja.kukkurainen@phnet.fi
Marja Leena
ML
Kukkurainen
Tarja
T
Suominen
Sirkku
S
Rankinen
Eeva
E
Härkönen
Liisa
L
Kuokkanen
D000328:Adult; D003256:Community Participation; D005260:Female; D005387:Finland; D006285:Health Planning / Q000379:methods*; D006761:Hospitals; D006801:Humans; D007857:Leadership; D008297:Male; D008875:Middle Aged; D017146:Models, Organizational; D009718:Nurse Administrators; D009936:Organizational Innovation; D017060:Patient Satisfaction; D011446:Prospective Studies; D018709:Statistics, Nonparametric; D011795:Surveys and Questionnaires