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Casual Articles - Malcolm Baldrige Values and Concepts Part 11 – Systems Perspective
So you want to tap into the Minneapolis, MN Medical Device industry, aka 'Medical Alley'? Although this is a huge and rapidly growing industry, it seems impossible to tap into unless you already have medical device experience!As a Technical Recruiter, I have actually had great success placing folks into medical device companies who had little or no medical device experience at all! How did I do it? I would be lying if I said it was easy, but then again, I would be lying if I said it was hard! It seems to me that the number one most important skil
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige
I remember being interviewed by a writer for an article about effective meetings that was to appear in a national magazine. The writer began the interview by saying, “I don’t want any of the old standard tips; I want new tips.”I replied, “Well, people wouldn’t need new tips if they used the old tips.” This isn’t what the writer wanted to hear, nor is this what many of us want to hear, but this is the truth. If we used what we already know, we could avoid a lot of problems -- including unproductive meetings.Have you ever sat through a meeting o
To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:
Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future | Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective
I will deal with the one of the Value in bold letters in this article as below:
Articulated Systems Perspective
The Baldrige Criteria provide a model which is a systems perspective for managing organization and its key business and operation processes to achieve performance excellence. The seven Baldrige Categories and its Values and concepts form the building blocks and the integrating mechanism for the system.
However, successful management of overall performance requires organization specific synthesis, alignment, and integration.
Synthesis means looking at your organization as a whole and builds upon key business requirements, strategic objectives and action plans.
Alignment refers to key linkages among requirements between all stakeholders. It is well designed in the Baldrige Categories to ensure consistency of plans, processes, measures, and actions.
Integration builds on alignment so that the individual components of your performance management system operate in a fully inter-dependently.
Case Study on Systems Perspective
This is the most challenging of all the eleven values and concepts. While most companies can operate its operation by units systematically, it still struggles to align all the business unit to a fully integrated manner. It has been a regular exercise try to pull all business unit together as a whole, maintaining it is requires persistency and perseverance of a leaders.
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige c
Whenever I hear the words “job satisfaction,” I think of the Country-Western singer/songwriter Roger Miller and his song Kansas City Star.As with all good Country-Western tunes there is a simple tune and a simple story involved with the song. The song starts off telling about a letter being received, which contains a job offer. There’s more money, expense account, and a car . . . and what’s more the singer even admits that the offer is for a better job. He turns it down.Now, think of your employees. If they were offered “better” jobs, how many
I will deal with the one of the Value in bold letters in this article as below:
Articulated Systems Perspective
The Baldrige Criteria provide a model which is a systems perspective for managing organization and its key business and operation processes to achieve performance excellence. The seven Baldrige Categories and its Values and concepts form the building blocks and the integrating mechanism for the system.
However, successful management of overall performance requires organization specific synthesis, alignment, and integration.
Synthesis means looking at your organization as a whole and builds upon key business requirements, strategic objectives and action plans.
Alignment refers to key linkages among requirements between all stakeholders. It is well designed in the Baldrige Categories to ensure consistency of plans, processes, measures, and actions.
Integration builds on alignment so that the individual components of your performance management system operate in a fully inter-dependently.
Case Study on Systems Perspective
This is the most challenging of all the eleven values and concepts. While most companies can operate its operation by units systematically, it still struggles to align all the business unit to a fully integrated manner. It has been a regular exercise try to pull all business unit together as a whole, maintaining it is requires persistency and perseverance of a leaders.
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige
Before you decide on hiring out someone for a translation project. Try to look from within your own pool of resources from your department or organization to see if there is anything that you can leverage. If you work for a large organization then chances are you have some untapped talent ready to be put into place for your translation project (and others too even).If anything, these individuals can serve as ad hoc editors and reviewers of the final work of a translated project so that you have someone internally that you can trust to provide their i
However, successful management of overall performance requires organization specific synthesis, alignment, and integration.
Synthesis means looking at your organization as a whole and builds upon key business requirements, strategic objectives and action plans.
Alignment refers to key linkages among requirements between all stakeholders. It is well designed in the Baldrige Categories to ensure consistency of plans, processes, measures, and actions.
Integration builds on alignment so that the individual components of your performance management system operate in a fully inter-dependently.
Case Study on Systems Perspective
This is the most challenging of all the eleven values and concepts. While most companies can operate its operation by units systematically, it still struggles to align all the business unit to a fully integrated manner. It has been a regular exercise try to pull all business unit together as a whole, maintaining it is requires persistency and perseverance of a leaders.
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige
Think about the last car purchase you made... Did you watch closely for advertisements that explained all of the features before you bought the car? Probably not. In fact, studies show that most of us notice the ads AFTER we have purchased our new car.Let’s face it... consumers are emotionally driven. They make purchases for the feeling they get, and then look for the logical benefits to justify the purchase. That’s why we notice all of those ads after the fact!Wise marketers make good use of this insightful knowledge. Good advertisements get
Integration builds on alignment so that the individual components of your performance management system operate in a fully inter-dependently.
Case Study on Systems Perspective
This is the most challenging of all the eleven values and concepts. While most companies can operate its operation by units systematically, it still struggles to align all the business unit to a fully integrated manner. It has been a regular exercise try to pull all business unit together as a whole, maintaining it is requires persistency and perseverance of a leaders.
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige
China is undoubtedly the most populous country in the world. China is also the name of the most beautiful kitchenware in the world. Additionally, China is the name of one of the most trusted shipping companies in the Asian region.China Shipping Group has different subsidiaries under its name one of which is the China Shipping Container Lines Co., Ltd. Shipping transactions for China are directly provided by China Shipping Container Lines which has been in the business for almost a decade now. Being relatively new in the marketplace, China Shipping ha
The Baldrige criteria form a unit model to assist in this integration effort. Its seven categories call for alignment between each other as well as across each others. However, companies lack understanding the these “build In” integration of criteria categories hence neglected a focus effort to strive for improvement in the adoption of the categories to suit its business.
Opportunity for Improvement
Taking the Baldrige criteria as a fully integrated system, regular assessment of each categories would provide an feedback to companies where it needs improvement and the level of achievement would indicate a priority ranking.
It is not attempted to score high in each categories but to strengthen the process and criteria requirement of each categories such that it build into the business systems. By doing so, it can sustain its effort to maintain a high standard of fulfillment of the criteria requirements.
In summary, a focus effort should be established by the leaders to constantly improvement the practices in the criteria requirements. Having understood all the Values and Concepts of Malcolm Baldrige, it should be taken as a strategic issue to improve the adoption of the criteria and assess its deployment regularly. This concludes my write up of all the Eleven Values and concepts of Baldrige Criteria.
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Disclaimer: This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way. Full Baldrige Criteria are available at http://www.nist.gov/quality
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Free to reprint or re-publish: All rights reserved. You are free to reprint or re-publish this article as long as you include my resource box at the end of this article. And ensure that the URL in the resource box remained intact and it is linked to the author's website.
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