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TEAM MEMBERS:
Gaju Kamini
Gobin Hemant Goolamally Shehnaaz Greedharry Chandinee Gungadin Khooshal Gunness Kishan
Introduction
Howard Malcolm Baldrige (1894 1985)
5. Agility
6. Focus on the Future
11.Systems Perspectives
Visionary Leadership
than external
Sense of communion
Customer-Driven Excellence
Customer-Driven Excellence
Quality is judged by customers. Product and services that contribute values to
future components, that is, understanding todays customers desires and as well as future innovations.
THE KYC MODEL KNOWING YOUR CUSTOMER AND DIGGING OUT FUTURE NEEDS (1)
Without knowing your customers, companies risk
THE KYC MODEL KNOWING YOUR CUSTOMER AND DIGGING OUT FUTURE NEEDS (2)
David Limehouse (1999), technologies are being
customers need
2. Features secondary characteristics of a product
product
2. Customer questionnaire - surveys address by mail
them
countries is one of the companies holding customer in the highest esteem, according to the expert magazine
success but according to the Baldrige concept, it is also essential to value the other partners that are the
value for employees; it shows how much a company is valuing its employees and what is to be done to value them more.
This theory shows concern for valuing employees
system
Development and progression within your organization
nowadays is the BASF which is situated in china and according to its managers the reason for its success is due to valuing its employees by making them feel that all of them works like a family.
magazines, the royal bank known for its excellent supplier relation approach of business has adopted the CRM approach (CUSTOMER RELATION MEASUREMENT) for further improvement of its
Agility
Defining Agility
Agility gaining importance Agility is the capacity for rapid change and flexibility.
Agility
A major success factor in meeting competitive
cycle time.
Agility
Applying the Agility Concepts in Microsoft Industry. Emerging information Technology sector
factors
Long-term commitment to key stakeholders; for
competitors
generation:
Computers IPods I phones Latest I pads Supports human at their ease of doing routine tasks
Management by Fact
Business Results
Societal Responsibility
society.
Types of stakeholders:
Internal stakeholders Interface stakeholders
External stakeholders
"if through its processing of information, the range of its [organization's] potential behaviours is changed"
also future members due to the accumulation of histories, experiences, norms, and stories
Personal Learning
Personal is defined as something which has to do with the self. Therefore with regards to personal learning it can be defined
knowledge assets
Motor skills e.g. muscular movements enabling the precise
execution of procedures
effectiveness
To become more adaptable to change Important for the growth and development of organisations Learning increases information sharing, communication,
Ending phrase
Organisations learn only through individuals who learn. Individual
learning
however
does
not
guarantee
measured what was available and easy, and not what was important
program over the last decade, a set of "results imperatives" have been developed stating what to measure and how to use the measurements.
requirements.
Results should be tied to key product/service and
support processes.
Results should gauge progress on key strategic
level of performance means knowing where one stands relative to goals and examples of high performance (obtained through benchmarking).
Tracking trends ensures that the progress made and the rates of progress are acceptable.
decision-making.
Results must be actionable and action generating.
Creating Value:
Following the importance of results we now see the link of an
stakeholders of an organization.
Those stakeholders are:
customers, workforce, stockholders, suppliers and partners, the public, and the community.
contributes to society.
Importance:
Focus on results is of much importance because the end result,
that is the product, will state whether the organization has been able to provide the value the customer was looking for in the product/service.
System Perspective
System Perspective
The system theory The Perception theory
in line with the system theory
It provides an analytical framework of the organisational
processes
Example: CEO perspective v/s Bottom line workers
perspective
System Theory
Viewing Organisation as an Organism - Such that all the elements are interrelated Von Bertalanffy (1930s) termed the system theory as a set of related components that work together in a particular environment to achieve the system's objective.
- Category 7 Results
Linker
the world.
Deming, Juran and Crosby has always perceived
Quality as a philosophy
But Baldrige has been able to fit Quality in a
program.
Among the few models that quantifies Quality.
of quality to increase competitiveness while EQA considers human resource development and management strategies more vital.
EQA covers financial, information, and material
the
Conclusion
Malcolm Baldrige gives value-added feedback for
applying quality to outstand the organization amongst others as it is not restricted to a single component of assessing quality.
Conclusion (contd)
Therefore, it can be concluded that though the
Malcolm Baldrige have got certain limitations, yet it is classified to be one of the best model existing to implement quality in any organizational context.
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