000			01822naa a2200229uu 4500
001			6041315404321
003			OSt
005			20190211161019.0
008			060413s2006 xx ||||gr |0|| 0 eng d
100	1		_aWRIGHT, Alex _924483
245	1	0	_aUsing scenarios to challenge and change management thinking
260			_aUK : _bRoutledge, _cJanuary 2005
520	3		_aThis article identifies that one of the primary tasks of quality is to challenge the way managers think. Quality accomplishes this from an operational perspective while scenarios are presented as a way of achieving this same goal from a strategic stance. The scenario approach is argued to have similarities with a quality sensitivity, in that it is essentially processual in nature (van der Heijden, 1996) and has organisational learning as its ultimate focus (De Geus, 1988). Scenarios are explained and contrasted with traditional approaches to strategy and the various definitions, purposes and benefits proposed by its advocates are presented and discussed in relation to quality issues such as six sigma. A scenario matrix is constructed for the future of quality in Europe. This matrix allows for the grouping of key forces and trends that may affect the role of quality in Europe into loose couplings of relationships. The four quadrants of the matrix provide the basis for four alternative scenarios depicting quality in Europe in the year 2008; each scenario is briefly explained.
650		4	_aScenarios _924484
650		4	_aScenario planning _924485
650		4	_aStrategy _912376
650		4	_aQuality in Europe _924486
773	0	8	_tTotal Quality Management & Business Excellence _g16, 1, p. 87 - 103 _dUK : Routledge, January 2005 _xISSN 1478-3363 _w
942			_cS
998			_a20060413 _b1540^b _cNatália
998			_a20081212 _b1041^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15565 _d15565
041			_aeng