BPR and Malcolm Baldrige National Quality Program

2012 ◽  
pp. 191-212
Author(s):  
Sanjay Mohapatra
Keyword(s):  
Quality Program ◽  
National Quality ◽  
Malcolm Baldrige ◽  
Baldrige National Quality Program

Using the Malcolm Baldrige National Quality Award Criteria to Enable KM and Create a Systemic Organizational Perspective

2005 ◽  
pp. 150-163 ◽  
Author(s):  
Susan West Engelkemeyer ◽  
Sharon Muret-Wagstaff
Keyword(s):  
Knowledge Management ◽  
Organizational Level ◽  
Institute Of Medicine ◽  
Performance Excellence ◽  
Quality Program ◽  
National Quality ◽  
Quality Award ◽  
Malcolm Baldrige ◽  
National Quality Award ◽  
Baldrige National Quality Program

Health care leaders face an intensifying array of changes and challenges that heighten the need for systematic approaches to knowledge management at the organizational level. Healthcare costs are rising, biomedical science and technological advances are burgeoning, and recent reports indicate that medical errors are widespread. In its report on strategies for achieving improvement in the quality of healthcare delivered to Americans, the Institute of Medicine recommends building organizational supports for change such as the redesign of care based on best practices, use of information technologies to capture and use clinical information, and incorporation of performance and outcome measurements for improvement and accountability (Institute of Medicine, 2001). The Baldrige National Quality Program and its Healthcare Criteria for Performance Excellence (Baldrige National Quality Program, 2003) offer both the framework and the tools to guide organizations in building these critical supports. This chapter describes the Malcolm Baldrige National Quality Award and its framework, criteria, and scoring system. It provides insight into the pitfalls that stand between an organization and successful KM, as well as examples of ways in which healthcare groups and institutions are becoming learning organizations — successfully employing cycles of learning and effective knowledge management systems in order to enhance performance and better meet the needs of their patients and other customers. The Baldrige Healthcare Criteria for Performance Excellence offer a useful framework for developing a knowledge management system at the organizational level in an increasingly complex environment. Use of the Baldrige Criteria will enhance the knowledge assets of your organization and enable your organization to deliver more value to patients and other customers. These criteria will also improve organizational efficiency and effectiveness through the management of individual, team, and organizational knowledge.

scholarly journals Malcolm Baldrige Approach in University Management: An Importance – Performance Matrix Analysis (IPMA)

2021 ◽  
Vol 17 (2) ◽  
pp. 273
Author(s):  
Zulkifli Mohamed ◽  
Muhammad Saiful Anuar Yusoff
Keyword(s):  
Human Resource ◽  
Matrix Analysis ◽  
Customer Focus ◽  
Management Approach ◽  
Academic Excellence ◽  
Work Process ◽  
Data Measurement ◽  
National Quality ◽  
Academic Management ◽  
Malcolm Baldrige

Abstract: Academic management is an important activity in managing a university. Failure in managing academic and student affairs can void a university credibility and program accreditation by MQA. Ineffective management approach will halt the university’s progress in achieving the academic excellence and creating Society 5.0. To overcome the issue, various approaches can be applied and one of them is the Malcolm Baldrige National Quality Award (MBNQA) approach which includes six important elements in management. Malcolm Baldridge model emphasizes Leadership role, Strategic Management, Customer Focus, Data Measurement, Human Resource Focus and Work Process in order to improve organizational performance (Result). However, there is a question on what factors should be given the priority in ensuring excellence in organizational management. Therefore, this study has been conducted in order to see what is the main factor among these six elements in MBNQA approach that is considered more important in achieving organizational goals. A sample of study have been conducted on 129 staffs in Universiti Teknologi MARA Kelantan Campus (UiTMCK). Hypothesis testing revealed that 5 out of 6 factors of management elements are having a positive relationship.  While IPMA analysis shows that the Human Resource Focus is the most important factor, followed by Data Measurement, Work Process Focus and Customer Focus factors that influence the effectiveness of organization. Leadership factor gained the highest performance despite its less importance compared to other factors in IPMA analysis.   Keywords: Academic management, Customer focus, Data management, Malcolm Baldrige, Leadership, IPMA.

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