|What we can learn from the Baldrige Criteria: An integrated management model to guide organizations
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|آنچه ما می توانیم از معیارهای Baldrige یاد بگیریم: یک مدل مدیریت یکپارچه برای هدایت سازمان ها
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|دینامیک سازمان – Organizational Dynamics
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|لینک این مقاله در سایت الزویر (ساینس دایرکت) Sciencedirect – Elsevier
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|KEY ELEMENTS IN THE INTEGRATIVE MODEL OF LEADERSHIP
Using the Baldrige Criteria, Blazey created an integrated management system model that appears in Fig. 1. The numbers in Fig. 1 relate to the category numbers in the Baldrige Criteria. The system described in Fig. 1, which includes engaged customers, engaged workers, efficient processes, and metrics to monitor progress leading to desired results and value, and goal setting applies to any managed enterprise. It applies to whole corporations as well as departments, divisions, teams, and individual work. The integrated system applies to schools, classrooms, government agencies, and health care organizations. In each case, to produce optimal value, the requirements of customers must be understood and met. Workers must be motivated, possess the skill and knowledge needed to do their work, and be free from distractions in order to contribute their utmost. The organization must develop efficient work processes and monitor effectiveness of work to make adjustments in an effort to maximize value.
The ultimate goal of the organization appears to the far right side of the model (category 7): get results and be valued. Getting results relates to the desires of the owners/shareholders/trustees to reach the main goal(s) of the organization. For a toy manufacturer it may be a quality product, an education organization to have students reach a desired level of competency, in a health care organization, it may relate to a clinical outcome such as the risk adjusted mortality rate. In a not-for-profit organization the number and degree of the desired population that was served might be a measure of results. In essence, results are measured in whatever the performance goal is for the organization in serving its key customers.
“Being valued,” relates to the value that customers and stakeholders place on the organization and the programs, products, or services it delivers. Building value in a product or service and building employee engagement is related to the values that the organization builds as part of its mission, vision, and value (MVV) statements. The MVV creates the internal culture and external image that can support the perceptions the community has of the organization. For example, the organizational values that led to the road trips sponsored by Harley Davidson has done much to create high degree of customer loyalty with the motorcycle brand and pride within the employee ranks.