Management Areas of Performance and the Baldrige Criteria

Two of my book reviewers, for Management Areas of Performance, are former Baldrige Examiners. Mark Graham Brown and Joe Sener. Joe also wrote the book’s Foreword.

Joe suggested a strong parallel between the model of M-AoPs and the Baldrige.

Here is the model (click on it for a larger size).

What are the Baldrige criteria?
From http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm – 4/26/07 –

The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance. Seven categories make up the award criteria:

  1. Leadership—Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship.
  2. Strategic planning—Examines how the organization sets strategic directions and how it determines key action plans.
  3. Customer and market focus—Examines how the organization determines requirements and expectations of customers and markets; builds relationships with customers; and acquires, satisfies, and retains customers.
  4. Measurement, analysis, and knowledge management—Examines the management, effective use, analysis, and improvement of data and information to support key organization processes and the organization’s performance management system.
  5. Human resource focus—Examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives.
  6. Process management—Examines aspects of how key production/delivery and support processes are designed, managed, and improved.
  7. Business results—Examines the organization’s performance and improvement in its key business areas: customer satisfaction, financial and marketplace performance, human resources, supplier and partner performance, operational performance, and governance and social responsibility. The category also examines how the organization performs relative to competitors.

The criteria are used by thousands of organizations of all kinds for self-assessment and training and as a tool to develop performance and business processes. Several million copies have been distributed since the first edition in 1988, and heavy reproduction and electronic access multiply that number many times.

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Joe Sener wrote in the Foreword…

Since 1988 the Department of Commerce has been presenting the Malcolm Baldrige National Quality Award to the Best-of-the-Best American companies, schools, and now hospitals. These organizations all follow the same business model, a model built on demonstrated best practices from the most successful organizations in the country.

The Baldrige model calls for a detailed understanding of the needs of your customers (Customer Relationship Management), translating them into the language of the organization (Strategic Planning and Management), building organization tactics for deploying the strategy (Operations Planning and Management), developing performance improvement tactics and measures (Results Measurement Planning and Management and Process Improvement Planning and Management).

If this sounds familiar to you, then maybe you have spent some time inside a Baldrige company or maybe you have already read the Table of Contents of Management Areas of Performance. This book clearly lays out an approach to describe the Areas of Performance required to deploy the leadership model and strategies of your organization. To those performance technology specialists in the crowd, you may have been trying to find more effective ways to contribute to the success of your company. Here is a roadmap that clearly ties with one of the most effective business models in use today.

Guy Wallace has assembled a rock solid approach to analyze the core competencies of the leadership team to determine the gap between those skills necessary to deploy the strategies and the current state.

From this position the organization can define clear strategies for closing those gaps and better aligning the leadership team and leadership system with the future of the company. Clearly, the organization that does a better job of understanding the connection between these competencies and aligning its strategies and improvement goals will have a competitive advantage over the less clearly directed organization.

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Mark Graham Brown wrote in his review…

Large government and corporate organizations continue to spend money on canned or custom-developed leadership programs that fail to produce effective managers. This book presents a proven methodology for determining the specific management competencies needed for success in your own organization.

By using this approach, based on studies of your most effective managers, you will build the foundation of a program that will allow you to select and train a large cadre of effective managers and leaders.

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The parallel? See for yourself…

Get your free PDF copy of Management Areas of Performance at http://www.eppic.biz/

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