Communication, Vision, and Mission

Gordon, Gus

doi:10.1007/978-3-319-56955-0_5

Cited by 3 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Their importance in HEI development was recognized in the 1980s (Corté s-S á nchez, 2017). Different researchers agree that university management needs to define a strategic mission and vision statement which will have a transformative effect on the future of the HEI (Jonyo, 2018; Gordon, 2017). HEIs need to have a vision and mission that would determine their institutional goals or outcomes and example to that the kind of graduates an HEI produces and the impact it has on society.…”

Section: Discussionmentioning

confidence: 99%

The culture of excellence and its dimensions in higher education

Wiśniewska

Grudowski

2023

TQM

View full text Add to dashboard Cite

PurposeTo recognize the existing state of knowledge on a culture of excellence (CoE) in higher education institutions (HEIs) and to define the CoE in HEI and the dimensions that make up that culture. A subsidiary goal is to propose a qualitative tool to measure CoE maturity.Design/methodology/approachThe study was based on the qualitative method, the preferred reporting system of systematic reviews and meta-analysis (PRISMA). Next, the conceptual work method was used.FindingsA research gap in the topic of CoE in HE has been confirmed. The CoE's own definition has been proposed, as well as a set of seven dimensions that comprise it, such as: Clear vision, mission and goals for excellence; Leadership oriented to excellence; Employee engagement; Human resources management; Meeting and exceeding student and staff expectations; Continuous improvement of processes through innovation and excellent practices; and Partnership and teamwork for improvement.Research limitations/implicationsThe study research was limited to open-access articles. Therefore, in the future, the search can be broadened to include monographs or doctoral dissertations, and other peer-reviewed studies. The research implications are related to the originality of our work and the proposals of two concepts – a CoE model and a CoE maturity assessment tool.Practical implicationsLeaders at universities, e.g. rectors and deans, can take into account the identified dimensions and progressively provide them as conditions conducive to achieving above-average levels.Originality/valueThis is the first literature review on CoE in HEIs, which can be considered an original contribution to science and practice. The original contribution of the paper is also the proposal of a CoE conceptual model and a CoE maturity assessment tool.

show abstract

Section: Discussionmentioning

confidence: 99%

The culture of excellence and its dimensions in higher education

Wiśniewska

Grudowski

2023

TQM

View full text Add to dashboard Cite

show abstract

“…This implies that the University is making sure that the stakeholders are well informed of the University Vision-Mission in order for them to keep track of where the University is heading or the University's leading direction in the realization of its being a higher education institution of learning that hones the graduates to become professional leaders with strategic vision and mission. This is also expressed by Gordon (2017), in his article, "Communication, Vision, and Mission", when he said that the proper strategic vision, given the context at any point in time, is the first step to organizational success. This is indeed considered very important as specified too in the study of Salom & Florendo (2013), on "Awareness, Acceptability, and Relevance of The Vision, Mission, Goals, and Objectives of the Bsemt Program" when they said that Vision, Mission, Goals, and Objectives are the "touchstone" for everything that an educational institution undertakes.…”

Section: Personal Profile Of the Respondentsmentioning

confidence: 93%

“…Hence, vision statement specifies where an organization is going and a mission statement gives an organization direction on how to get there. Furthermore, according to Gordon (2017), in his article, "Communication, Vision, and Mission", the proper strategic vision, given the context at any point in time, is the first step to organizational success, which is the overarching goal of leadership. From the vision flows the mission, or purpose.…”

Section: Introductionmentioning

confidence: 99%

Multisectoral awareness and acceptability of the VMGO and meaning making of the vision and mission

Clemente

Calanoga

et al. 2021

lingcure

View full text Add to dashboard Cite

An institution's programs, activities, initiatives, and other institutionally-related undertakings would be transformed into the most renowned globally-acknowledged worldwide standards in light of the vision-mission. The survey on the awareness and acceptability of the University's Revised Vision-Mission, as well as the College of Teacher Education and Graduate School Program Goals and Program Objectives and Outcomes, demonstrates the awareness and acceptability of the University's Vision, Mission, Goals, and Objectives, as well as the University Core Values. It also includes translations of the new vision and mission from English to Vietnamese, Korean, Filipino, Ilocano, and Ibanag by the statekholders of the new vision and purpose. Significantly, by translating the VGMO, the university is expanding worldwide, emphasizing the importance of academic and community effort as it materializes the programs that will propel the institution forward.

show abstract

Leading from a distance: nurturing trust in virtual and crisis environments

Gamage,

Muchiri,

Shahid

et al. 2024

BPMJ

View full text Add to dashboard Cite

PurposeThis study draws on the Social Process of Leadership (SPL) to identify the necessary behavioural leadership characteristics for trust-building in virtual crisis environments.Design/methodology/approachThe study employs an in-depth qualitative case-study approach that is embedded in local contexts. Multiple sources of data – organisational documents, in-depth qualitative interviews, observational evidence and field notes – were used in the study. Interviews were informed by a purposeful sampling strategy and were semi-structured. This allowed the interviewer to use prompts to follow up with unanticipated issues raised by participants. Thematic analysis was conducted using NVivo.FindingsThree key themes (related to how leaders nurture trust in virtual and crisis contexts) emerged from the data. These relate to nurturing trust by (1) optimising and providing a clear vision through reconfigured and personalised communication structures; (2) minimising uncertainty, optimising and modelling values-based behaviours and (3) enhancing adaptability and performance.Research limitations/implicationsThe study extends the applicability of this theoretical approach to remote workplaces. It also contributes to the literature on crisis leadership by showcasing how leaders’ crisis responses based on SPL help organisations navigate disruptions. Limitations regarding the small sample size and the one case study context exist.Practical implicationsOrganisations should invest in leadership and resilience and build strong remote/hybrid working models in preparation for future crises.Originality/valueDespite the growing popularity of SPL, there is limited work on how leaders implement SPL processes to build and maintain trust in virtual workplaces. Furthermore, SPL has not yet been applied in highly disruptive work contexts, like those created by the pandemic.

show abstract

Communication, Vision, and Mission

Cited by 3 publications

References 0 publications

The culture of excellence and its dimensions in higher education

The culture of excellence and its dimensions in higher education

Multisectoral awareness and acceptability of the VMGO and meaning making of the vision and mission

Leading from a distance: nurturing trust in virtual and crisis environments

Contact Info

Product

Resources

About