...award assessment. Your experience with the Criteria will help you decide where to begin. 1 Criteria for Performance Excellence Framework and Structure The Criteria requirements are embodied in seven integrated, interconnected categories. The categories are subdivided into items and areas to address. 3 4 4 7 10 13 16 18 22 24 Criteria for Performance Excellence Items and Point Values Criteria for Performance Excellence Preface: Organizational Profile 1 Leadership 2 Strategic Planning 3 Customer Focus 4 Measurement, Analysis, and Knowledge Management 5 Workforce Focus 6 Operations Focus 7 Results 28 32 33 Scoring System Responses to Criteria items are scored on two evaluation dimensions: process and results. Process Scoring Guidelines Results Scoring Guidelines 34 37 How to Respond to the Criteria These guidelines explain how to respond most effectively to the Criteria item requirements. Core Values and Concepts The core values and concepts are a set of embedded beliefs and behaviors found in high-performing organizations. 42 44 52 Changes from the 2011–2012 Criteria Glossary of Key Terms The glossary includes definitions of terms presented in small caps in the Criteria and scoring guidelines. Index of Key Terms On the Web Category and Item Commentary (http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm) This commentary on the Criteria provides additional examples and guidance. i Sample Criteria for...
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...Scientific management is an approach that involves using scientific methods - based on proven fact rather than on tradition, rule of thumb, guesswork, precedent, personal opinion, or hearsay and is in opposition to traditional management. (Taylor 1911/1967 cited in Locke,1982, p14). Scientific management is very important when talking about business activities and performing managerial jobs efficiently. But there are still a number of criticisms concerning whether Taylor’s theory can exactly describe the job of managers and be used in today’s management. This essay will first discuss negative articles which aim to show that scientific management do not suit contemporary organisations. Following this, it will discuss some affirmative articles which argue the opposing position. Finally, it will give a conclusion as to whether Locke’s opinion is suitable for the developments of recent times. The scientific management decision making of Taylor has played a pivotal role in managerial practice in the 20th century (Wren 2011). But at the same time, increasing numbers of management authors doubt whether the availability of scientific management is still effective in today's organizations. They argue, for instance, that Taylor violated his own principles of scientific management in many instances. In the case of Bethlehem Steel Plant time studies were not systematically followed for paying the workers. Instead, Taylor used Gantt's task and bonus remuneration scheme (Taylor 1903, 1911...
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...Glossary of Terms Acknowledgments 12 12 13 14 54 54 55 56 58 Introduction Introductory Section for the Oil and Gas Sector Overview of Sustainability Reporting The Purpose of a Sustainability Report Orientation to the GRI Reporting Framework Orientation to the GRI Guidelines Applying the Guidelines Part 1 Defining Report Content, Quality, and Boundary Guidance for Defining Report Content Principles for Defining Report Content Principles for Defining Report Quality Guidance for Report Boundary Setting 16 17 22 26 Part 2 Standard Disclosures Strategy and Profile 1. Strategy and Analysis 2. Organizational Profile 3. Report Parameters 4. Governance, Commitments, and Engagement 5. Management Approach and Performance Indicators Economic Environmental Social: Labor Practices and Decent Work 40 29 29 30 30 31 33 34 36 Version 3.1/OGSS Final version 1 RG Sustainability Reporting Guidelines & OGSS Oil and Gas Sector Supplement Overview of the Guidance included in this Document for the Oil and Gas Sector Supplement Throughout this document, oil and gas sector-specific materials are highlighted using the following symbols: Denotes sector-specific text or commentary on existing G3.1 Guidelines...
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...Of course, it didn’t necessarily mean any- thing, Maher told himself as he passed the of- fice, waving to Carter. Finch, a well-connected marketing consultant, had been the match- maker between Carter and Waterway Indus- tries to begin with. With the company in the fourth quarter of its best year ever, he certainly wouldn’t be encouraging her to leave. Would he? Maher got a cup of coffee in the company’s first floor kitchenette and deliberately took the long way back to his office, through the design room. As always, the atmosphere was upbeat, but these days he also thought he could detect a sense of purpose that had never before been a part of Waterway’s organization. Founded in 1963 in Lake Placid, New York, Waterway had started out as a small, high- quality canoe maker. Over the years, it had built a good reputation all through the North- east and had acquired a base of customers in the Pacific Northwest as well. By 1982, Water- way was comfortably ensconced in the canoe market nationwide, and it had maintained a steady growth right up until 1990. Then, at the insistence of a friend who was the head of a major dealer and expedition company, Maher had decided to venture into kayaks. His friend HBR’s cases, which are fictional, present common managerial dilemmas and offer...
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...Conclusion: Innovation Challenges in Established Firms Carolyn French Student ID: 5911458 American Sentinel University September 1, 2013 Instructor: Dr. Jacqueline Gilliard Abstract This research document explores several case points as outline in the introduction paragraph covering this weekly assignment exerted from the ASU Moodle web site and from some selected books and articles that are listed on the reference page. Also there is a series of case points under examination in the context of this research that are relate to these learning objectives which helps the reader to appreciate how some of today's most respected high-tech companies rose to prominence, then reinvented themselves once or more; to review the evolution of the personal computer industry, to obtain a glimpse of Intel's likely future as well as the future of the semi-conductor industry, and to outline approaches for building "learning organizations and lastly to appreciate the challenge of developing a complex-strategic-integration (CSI) capability through Intel and Apple Inc. case study reviews. Keywords: Innovation challenges in established firms, Intel and Apple Case Studies, Learning organizations Conclusion: Innovation Challenges in Established Firms Introduction In accordance with the Module 8 reading requirements and the textbook coverage’s from Strategic Management in Technology Innovation, Part Five on pages 1108 -1182. This research document will address specific questions that...
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...Gloria Davies and Gil-Soo Han KoreAn coSmetic SurGery AnD DiGitAl publicity: beAuty by KoreAn DeSiGn Abstract This article examines the relationship between digital publicity and cosmetic surgery. While focused on South Korea, it also discusses China because of the conspicuous Chinese demand for Korean cosmetic surgery in recent years. In fact, China has become the largest export market for Korean cosmetic surgery. The analysis is based on the premise that there is a vital link between cosmetic surgery and digital technology in both these countries. We argue that the celebrity culture spawned by entertainment media has facilitated the normalisation of cosmetic surgery to the extent that it is commonly viewed, quite unproblematically, as a form of human physiological enhancement. The article examines the publicity surrounding cosmetic surgery (comprising media reports, advertisements and commentaries) to see how it is presented in the Korean media and on the internet. These findings are then considered in relation to the promotion of Korean cosmetic surgery in China. In the 2000s, Korean cosmetic surgery rose as a by-product of the massive cultural phenomenon known as Hallyu, or the ‘Korean wave’. Hallyu represents Korea’s media success: its entertainment products have generated enormous revenues since the first exports of Korean popular culture in the 1990s. In 2009, Hallyu revenues were estimated to have reached US$6 billion (cited in Oh, 2010). Cosmetic surgery was first...
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...Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1.2 1.3 1.4 Where does the literature come from? What kind of evidence does it provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research...
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... Abstract To attract the best and brightest talent it is apparent that the use of social media in recruitment is becoming increasingly common (Levinson, 2010). However, despite the use of social media by organisations today, little is known about the influence of this choice of media on applicant attraction (Davison, Marasit & Bing, 2011). The current study addressed this gap in literature by assessing the impact of social media use via every several facet facets of the recruitment communications process, including those associated with the message receiver, the message sender and media related factors. The impact of social media on organisational attraction was assessed using two distinct methods. In Study 1, an explicit measure of attraction found that individual attitudes and use of social media were associated with attraction to organisations that recruit via this medium. Conversely, utilising ‘mock-up’ recruitment advertisements and an implicit measure of attraction in Study 2, these individual factors were not significant. While overall this study did not record a significant difference in attraction when recruiting on social media when compared to a generic website, it confirmed the importance of a number of factors previously associated with attraction and established a relationship between social media and several of these attributes. It is argued that the use of social media may be most influential in the later stages of recruitment...
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...Publishers. User requirements analysis A review of supporting methods Martin Maguire Research School in Ergonomics and Human Factors Loughborough University, UK m.c.maguire@lboro.ac.uk Nigel Bevan Serco Usability Services, UK nbevan@usability.serco.com Abstract: Understanding user requirements is an integral part of information systems design and is critical to the success of interactive systems. However specifying these requirements is not so simple to achieve. This paper describes general methods to support user requirements analysis that can be adapted to a range of situations. Some brief case studies are described to illustrate how these methods have been applied in practice. user requirements, user-centred design, usability methods Key words: 1. INTRODUCTION Understanding user requirements is an integral part of information systems design and is critical to the success of interactive systems. It is now widely understood that successful systems and products begin with an understanding of the needs and requirements of the users. As specified in the ISO 13407 standard (ISO, 1999), user-centred design begins with a thorough understanding of the needs and requirements of the users. The benefits can include increased productivity, enhanced quality of work, reductions in support and training costs, and improved user satisfaction. Requirements analysis is not a simple process. Particular problems faced by the analyst are: • addressing complex organisational...
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...08, 2012 Failure is a path to understanding success Success means being a winner, an achiever. When we are successful, we feel good. This means that we have achieved a goal that we have set, or that we have experienced some good fortune. Too often, however, our successes run through our fingers like water, regardless of how tight we cling to them, and soon we find ourselves unsuccessful once more (Rock, 2007). By the time Steve Jobs’ (1955-2011) Wikipedia page had been adjusted to past tense, eulogists had added a footnote to his biography of success – failure. Steve Jobs, though wildly successful, also failed often and badly. Therein, perhaps lies the larger lesson of his life: Sometimes you have to fail to succeed (Parker, 2011). The truth is you usually have to fail to succeed. No one emerges at the top. Even those born lucky eventually get a turn on the wheel of misfortune. Anyone with a resume of accomplishments also has a resume of failures, humiliations and setbacks. Steve Jobs was fired by the company he cofounded. Yet it was during this period of exile that he picked up a little computer graphics company later called Pixar® Animation Studios, the sale of which made him a billionaire. This is to say, to fail is human. To resurrect oneself is an act of courage (Parker, 2011). If you want to learn the secrets of success, it seems perfectly reasonable to study successful people and organizations. However, the research of Jerker...
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...Global Talent Management Recent developments in management- and academic literature and application of the ING. Talent, from Greek talanton; Latin talenta; a unit of weight or money. Amsterdam Business School Course: Author: Date: Business Studies Seminar, Final Assignment (Paper) Bekir Gündelik #10481745 23-10-2013 1 Introduction The term “talent” dates back to the ancient world (from Greek talanton; Latin talenta) where it was used to denote a unit of weight or money (Talent, n.d.-a; Tansley, 2011). Subsequently, the meaning of talent underwent a considerable change, standing for an inclination, disposition, will, or desire by the 13th century (Talent, n.d.-a). In the 14th century, talent then adopted the meaning of a special natural ability or aptitude, which was probably based on figurative interpretations of the Parable of the Talents (Matthew 25:14–30) (Talent, n.d.-a). The subtext of this parable conveys that talents—whether they are interpreted as monetary units or natural abilities—are valuable and should not be wasted, and this moral still applies today. This paper set out to identify current developments in global talent management and leadership and the current position of ING Bank (ING) as an employer and facilitator of global talent management programs and leadership programs. The next generation of global talent management practices and solutions will largely be driven by economic evolution, demographic changes, and technology advancements. These factors...
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...21510 Business Futures Autumn 2014 Osaka’s Journey into Globalization. What kind of economic trajectory has the manufacturing industry taken? University of Technology, Sydney Hai John Pham 10576991 Table of Contents Cover Page 1 Table of Content 2 Executive Summary 3 Overview of Osaka’s Manufacturing Industry and its contribution 3 to the world Osaka’s journey into globalization 4 i. Government and Business Policy 4 ii. Osaka’s rivalry with Tokyo as a World City 5 iii. The Ageing Population and its impact on the labour Market 6 iv. Natural disasters and the threat to business continuity 6 and expansion v. Technology and the trends towards international 7 orientation Conclusion 8 Appendices 9 References 17 Executive Summary Changes in the global business environment can create many opportunities for firms operating in any industry however, they can also create significant threats. Therefore, it is imperative that businesses understand the factors that will affect its survival and capacity to compete in an increasingly global market place. The aim of this paper is to apply the PESTLE and Porter’s Five Forces framework to the City of Osaka, Japan and to understand the ‘big picture’ forces that have shaped and continue the landscape of the manufacturing industry from 2000 to date. The analysis reveals that downturns in the economic environment, attracting...
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...Commentary www.cdhowe.org No. 250 June 2007 ISSN 0824-8001 C.D. Howe Institute The Pension Papers Ill-Defined Benefits: The Uncertain Present and Brighter Future of Employee Pensions in Canada David Laidler and William B. P. Robson In this issue... Attempts to shore up the classic single-employer, defined-benefit pension plan are the wrong response to Canada’s occupational pension problems. While tax and regulatory changes can help, Canadians need a new approach to retirement income that will pool risks, control costs, and avoid the agency problems that have put many pension promises at risk. The Study in Brief The problems of employer-sponsored defined-benefit (DB) pension plans in Canada raise two issues: the need for short-run measures to limit the damage; and the need for new pension models to prevent their recurring. The DB sector’s immediate preoccupations are the result of changes in the economic environment — in particular, a decline in long-term interest rates — that caused their balance sheets to deteriorate, and of changes in accounting standards to more market-based methods that revealed the underfunded state of these plans in stark form. The immediate policy challenge is to ensure the recovery and/or restructuring of sick plans, and the continued health of sound ones. Extra time and financial scope to work off deficits are good, but current limits on contributions to plans should rise or disappear, while legislation to establish clear title...
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...reflects how their ideal candidate would respond. Your responses can be compared against their model responses to help the employer decide if you are a good fit within their organisation. But remember this test is just one contributing factor to a rounded selection process; employers will never use the results from one test in isolation, so don't worry if you feel you haven't done well. There is no time limit to this test however your first answers are usually the most accurate, so try not to spend too long thinking about each one. There are four different scenarios to this test and each scenario contains four questions. Scenario 1: Most and Least Likely to Perform Scenario 2: Ranked Responses Scenario 3: Most and Least Effective Responses Scenario 4: Rated Responses www.AssessmentDay.co.uk Page 2 of 29 Practice Situational Judgement Test 1. Most and Least Effective Responses In these questions you will be asked to imagine yourself in a number of different scenarios and roles. You will be presented with situations and asked to select the response you believe you would be ‘most’ and ‘least’ likely...
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...innovation that helps create a new market and value network, and eventually goes on to disrupt an existing market and value network. The term is used in business and technology literature to describe innovations that improve a product or service in ways that the market does not expect. Although the term disruptive technology is widely used, disruptive innovation seems a more appropriate term in many contexts since few technologies are intrinsically disruptive; rather, it is the business model that the technology enables that creates the disruptive impact. Chapter Table of Contents 17Disruptive Innovation 17.1 Introduction 17.2 The Disruptive Innovation Model 17.2.1 Disruption at Work: How Minimills Upended Integrated Steel Companies 17.2.2 The Role of Sustaining Innovation in Generating Growth 17.2.3 Disruption Is a Relative Term 17.2.4 A Disruptive Business Model Is a Valuable Corporate Asset 17.3 Two Types of Disruption 17.3.1 New-Market Disruptions 17.3.2 Low-End Disruptions 17.4 Shaping Ideas to Become Disruptive: Three Litmus Tests 17.4.1 Could Xerox Disrupt Hewlett-Packard? 17.4.2 Conditions for Growth in Air Conditioners 17.5 Afterword 17.6 Acknowledgements 17.7 Appendix: A Brief Description of the Disruptive Strategies of the Firms in Figure 4 17.8 Commentary by Donald A. Norman 17.8.1 The theory is easy to understand: the practice is extremely difficult 17.8.2 Comment on the Chapter 17.8.3 References 17.9 Commentary by Marc Steen 17.9.1 A social perspective:...
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