Malcolm Baldrige Frameworks

I will be evaluating two research papers using peter Ellis’s framework (2013). Using critical appraisal framework to evaluate a research paper offers general and specific questions to ask. The framework aids people to recognise if the study was designed and carried out properly and to identify if it is beneficial to other people or has any flaws to it (Steen and Roberts, 2011). The first paper I will be discussing is a quantative paper and the second is a qualitative paper.

The organization has a broad range of business sectors that would be very difficult to imitate. This sets this sets them above and beyond competition.

Bateman, T. S., & Snell, S. A. (2009). Management: Leading & collaborating in acompetitive world (8th ed.). New York: McGraw-Hill. Available from theUniversity of Phoenix eBook Collection databaseDisney, March 2009. Corporate Responsibility Report, Retrieved from on 5/28/09http://corp

In analyzing this case study, we looked toward the McKinsey 7-S Model. This model was created and developed by Peters and Waterman of McKinsey and Company. They investigated 43 companies in the US, such as IMB, McDonald’s, TI, HP, etc., all of which were outstanding in their industries, and found common points of success for these organizations. The McKinsey Model is the result of this research. The model consists of 7 elements: Shared Value, Strategy, Structure, Systems, Style, Staff, and Skill. The elements are of crucial importance to the organization and need to be aligned when organizations experience change or challenges. These elements have been outlined below.

This project will put forward four hypotheses regarding a Brony’s self disclosure practices and fan participation via information provided by the data set and the frameworks regarding how masculinity is monitored. These four suppositions suggest younger male fans have a greater propensity to keep their pony related activities a secret from others on the premise that exposure will result in some form of harassment. These hypotheses will be analyzed through calculations for correlation in the form of Chi-squares tests to see if there is any significance between tested variables.

* What organizational structure, management processes, and philosophy will foster superior performance from the company’s business units?

The Baldrige and AQIP Programs both served as a system improvement for agencies. However, the Baldrige framework empowers the organization to examine its operations based on its goals, plans, results, measures, and actions are consistent (Higher Learning Commission, 2015). To the contrary, the Academy Quality Improvement Program (AQIP) focused more on process than on results. The AQIP categorized into several sections that allow institutions to analyze, understand, and explore for improvement (Higher Learning Commission, 2015).

William S. Boddie is the Professor of Systems Management at the U.S. National Defense University (NDU) iCollege since 2002. Dr. Boddie provided graduate-level education in organizational leadership, management, enterprise architecture, and program management. Dr. Boddie led programs for organizations including the U.S. White House, U.S. Treasury Department, U.S. Commerce Department, and the U.S. Social Security Administration. Dr. Boddie developed several frameworks and models that enable organizational leaders to improve enterprise performance. Dr. Boddie published peer-reviewed journal articles, authored chapters in book publications, and facilitated numerous presentations. Dr. Boddie is the NDU iCollege Professor of the Year for 2006

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

A positive organizational approach is really a matter of being able to integrate the competing demands that make up an organization” (Pace, 2010).

In 1989, David Packard, the co-founder of Hewett-Packard put into writing the company’s organizational values which was to be used as the HP’s way and also use as a management tool and as a criteria for daily decision making. These company values have been reinforced by the company’s current CEO, Meg Whitman and they are: 1. Integrating critical opposites- to create an organization that sustain its competitive advantage regardless of the

High-performing organizations do not achieve their success through serendipity; success in the business world requires a planned and coordinated effort on the part of the workforce. This effort springs from abilities of an organization’s leaders. The entirety of the Business Policy Seminar has been an exercise in

The Malcolm Baldrige National Quality Award was established by the U.S. Congress in 1987 to raise awareness of quality management and recognize U.S. companies that have implemented successful quality management systems (Knowledge Center, 2010). The criteria for the Baldrige criteria for performance of excellence consist of 7 key components. (1) Leadership: How upper management leads organizations, and how the organization leads within the community (2) Strategic planning: How the organization establishes and plans to implement strategic direction (3) Customer and focus market: How the organization builds and maintains strong, lasting relationships with customers (4) Measurement, analysis, and knowledge management: How the organization uses data to support key processes and manage performance (5) Human resources focus: How the organization empowers and involves its workforce (6) Process management: How the organisation designs, manages and improves key processes (7) Business/ organizational performance results: How the organization performs in terms of customer satisfaction, finances, human resources, supplier and partner performance, operations, governance, and social responsibility, and how the organization compares to its competitors (Core Value Partners, 2012).

According to the (Granite State Quality Council, 2009), the Malcolm Baldrige National Quality Award was first awarded in year 1988 for the vision to maintain the standard of excellence that very useful or help the businesses or organization in United States of America to attain or realize the world class quality. The Malcolm Baldrige National Quality Award for the criteria on performance excellence is the reason for achieving the goals established for the Baldrige Award besides United States of America this award is being established as the standard for performance excellence for other countries around the world. The Malcolm Baldrige is awarded by the President of USA to the businesses or organization that prove the quality and performance excellence, six categories which is Small business,

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.