WEEK 4 (Discussion)—Baldrige Framework, Part II
DISCUSSION: THE BALDRIGE EXCELLENCE FRAMEWORK, PART II
In Ogden et al. (2010), find “Baldrige Core Values and Concepts” (p. 23) in the literature review, and read on the first nine topics, finishing at social responsibility. Then consult your current Baldrige guide (Baldrige Performance Excellence Program, 2023), and read on the homologous topics under “Core Values and Concepts” (p. 38). You will notice some evolution between Ogden et al. (2010) and the current Baldrige guide. In addition, of course, Ogden et al. (2010) have applied each area to supply chain management specifically.
This week, we will use the Discussion Board to address the Baldrige criteria from the perspectives of human-resource development (HRD) and the measurement of processes and outcomes. Accordingly, each choice of topical discussion presented below will address one of these associated topics.
Terminological note 1: To operationalize a phenomenon of any kind means to devise a practical way to measure it (i.e., to adopt a metric for it). Organizations typically operationalize customer service, for example, in terms of surveys. Using the Taguchi principle, one may operationalize process efficiency in terms of cycle time variation, in that the smaller the variation, the greater is the efficiency (cf. Six Sigma methodology). The measurement-oriented items in the question list below will regularly refer to operationalization.
Terminological note 2: The organization’s task environment consists of all external entities that have a direct impact on the organization, including current suppliers, current customers, current competitors in the industry, and applicable regulatory authorities (Bourgeois, 1980). By comparison, the general environment consists of all external entities and parties with an indirect impact on the organization, notably people and communities of all kinds. The general environment is important for understanding corporate social responsibility.
Select an Area to Discuss
#1. Visionary leadership (HRD). For Deming, a visionary leader effectively translates ideas into processes, contrary to the simpler idea of a charismatic soul who can inspire and motivate others. What is the visionary leader’s responsibility in terms of building employee engagement?
As always, clearly indicate your selected item first, by indicating the number. Write at least 300 words (as defined in the syllabus). Your concept may demand more detail than that short length allows. Then reply to the commentaries of at least two other students. For each reply, write at least two complete sentences that add value to the participant’s main commentary, through addition, correction, or novel interpretation.
To amend your main commentary (before the deadline), type “AMENDED SUBMISSION” at the top of the new version.
References
Baldrige Performance Excellence Program. (2023). 2023–2024 Baldrige Excellence Framework: Proven leadership and management practices for high performance. National Institute of Standards and Technology. https://www.nist.gov/baldrige/publications/baldrige-excellence-framework/businessnonprofit
Bourgeois, L. J., III. (1980). Strategy and environment: A conceptual integration. Academy of Management Review, 5(1), 25–39. https://doi.org/10.5465/AMR.1980.4288844
Ogden, J. A., Wallin, C., & Foster, S. T., Jr. (2010). On Baldrige core values and commitment to quality. Quality Management Journal, 17(3), 21–34. https://doi.org/10.1080/10686967.2010.11918278
Summers, D. C. S. (2018). Quality (6th ed.). Pearson.
