By Gautschi W.
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55 PART II: THE BALDRIGE CRITERIA For Additional Reading Brown, Mark Graham. Baldrige Award Winning Quality, 16th Edition. New York: Productivity Press, 2008. Brown, Mark Graham. Get It, Set It, Move It, Prove It: 60 Ways to Get Real Results in Your Organization. New York: Productivity Press, 2004. Garvin, David. “How the Baldrige Award Really Works,” Harvard Business Review, November/ December, 1991, p. 80–95. L. and Christopher Bogan. , 1992. Hutton, David W. From Baldrige to the Bottom Line: A Roadmap for Organizational Change and Improvement, Milwaukee: American Society for Quality, 2000.
Link process improvement efforts to performance data and strategic plans. ◾◾ Consider many sources of ideas for improving work processes, including looking outside the organization and its industry. ) Category 7 is the final and most important of the categories and is worth almost half of the total points in a Baldrige assessment (450 of 1000). 6, Leadership Outcomes. An organization is expected to show excellent levels of performance compared to other organizations and trends that show stable or 43 PART II: THE BALDRIGE CRITERIA improving performance over multiple years in all six areas.
Describe HOW members of your WORKFORCE, including leaders, are developed to achieve HIGH PERFORMANCE. Describe how you assess WORKFORCE ENGAGEMENT and use the results to achieve higher PERFORMANCE. What Does This Mean? This item asks about designing a culture that promotes high performance from all members of your workforce. Factors addressed include communication, goal setting, and feedback. This item also 35 PART II: THE BALDRIGE CRITERIA asks how you determine what motivates different categories and types of employees and leaders.