“Customer-Focused Measures vs. Workforce-Focused Measures”

Assignment “Customer-Focused Measures vs. Workforce-Focused Measures”Customer-Focused Measures vs. Workforce-Focused MeasuresCompare and contrast Customer-Focused Measures versus Workforce-Focused Measures. Please provide examples from your own experiences. If, you do not have any experiences, please provide what these concepts look like within an organization.The requirements below must be met for your paper to be accepted and graded:Write between 700 – 1,000 words using Microsoft Word in APA style, see example below.Use font size 12 and 1” margins.Include cover page and reference page.At least 80% of your paper must be original content/writing.No more than 20% of your content/information may come from references.Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.References must come from sources such as, scholarly journals found in EBSCOhost, CNN, online newspapers such as, The Wall Street Journal, government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for academic writing. A detailed explanation of how to cite a source using APA can be found here (link). Download an example here.
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Assignment “Customer-Focused Measures vs. WorkforceFocused Measures”
Customer-Focused Measures vs. Workforce-Focused
Measures
•
•
•
•
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•
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Compare and contrast Customer-Focused Measures versus Workforce-Focused Measures. Please
provide examples from your own experiences. If, you do not have any experiences, please provide what
these concepts look like within an organization.
The requirements below must be met for your paper to be accepted and graded:
Write between 700 – 1,000 words using Microsoft Word in APA style, see example
below.
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use at least three references from outside the course material, one reference
must be from EBSCOhost. Text book, lectures, and other materials in the course may
be used, but are not counted toward the three reference requirement.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values,
etc.) in the paper and list on a reference page in APA style.
References must come from sources such as, scholarly journals found in EBSCOhost,
CNN, online newspapers such as, The Wall Street Journal, government websites, etc.
Sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. are not acceptable for
academic writing.
A detailed explanation of how to cite a source using APA can be found here (link).
Download an example here.
Grading Criteria Assignments
Maximum Points
Meets or exceeds established assignment criteria
20
Demonstrates an understanding of lesson concepts
30
Clearly presents well-reasoned ideas and concepts
30
Uses proper mechanics, punctuation, sentence structure, spelling and APA formatting
20
Total
100
Measurement
and Knowledge
Management for
Performance
Excellence
MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 9e, © 2014 Cengage Publishing
1
Measurement and Knowledge Management
in the Baldrige Framework
? The Baldrige framework establishes measurement and
knowledge management as the foundation of
performance excellence.
? Measurements and indicators provide a scorecard of
business performance that can be used at all levels of
the organization.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
2
Key Measurement and Knowledge
Management Practices for Performance
Excellence (1 of 3)
? Select, collect, align, and integrate data and information for tracking
daily operations and for tracking overall organizational performance,
including progress relative to strategic objectives and action plans, and
using data and information to support organizational decision making
and innovation.
? Select and ensure the effective use of comparative data and
information.
? Review organizational performance and capabilities using effective
methods of analysis to assess organizational success, competitive
performance, and progress relative to strategic objectives and action
plans, and using these reviews to assess the organization’s ability to
respond rapidly to changing organizational needs and challenges.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
3
Key Measurement and Knowledge
Management Practices for Performance
Excellence (2 of 3)
? Use organizational review findings to share lessons learned
and best practices across the organization, project future
performance, and develop priorities for continuous
improvement and innovation.
? Ensure that data and information are accurate, reliable,
timely, secure, and confidential.
? Make needed data and information available and accessible
to the workforce, suppliers, partners, collaborators, and
customers as needed.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
4
Key Measurement and Information
Management Practices for Performance
Excellence (3 of 3)
? Manage organizational knowledge to accomplish the
collection and transfer of workforce knowledge; knowledge
from and to customers and other stakeholders; rapid
identification, sharing, and implementation of best
practices; and the assembly and transfer of relevant
knowledge for use in strategic planning.
? Ensure that hardware and software are reliable, secure, and
user-friendly, and that information systems support the
continued availability of data and information in the event
of an emergency.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
5
Quality Profile: Wainwright
Industries, Inc.
? Wainwright Industries aligns the company’s business
objectives with customers’ critical success factors: price,
line defects, delivery, and partnership.
? Five key strategic indicator categories: safety, internal
customer satisfaction, external customer satisfaction,
defect rate, and business performance. Within each
category, Wainwright developed specific indicators and
goals.
? Wainwright constantly looks for ways to improve,
searching inside and outside the organization for ideas.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
6
Quality Profile: Baptist Hospital
? BHI uses a variety of listening and learning approaches to
determine customer needs, and Customer Value Analysis to
determine patient loyalty attributes.
? Information gathered from the listening and learning
activities is collected and analyzed using a customer
relationship management database.
? BHI’s information and knowledge management systems
enable it to collect and integrate data from clinical systems,
employees, patients, financial systems, decision support
systems, and physicians for tracking overall organizational
performance and for identifying opportunities for
improvement.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
7
Value of Performance
Measurement
? If you don’t measure results, you can’t tell
success from failure
? If you can’t see success, you can’t reward it – and
if you can’t reward success, you are probably
rewarding failure
? If you can’t recognize failure, you can’t correct it
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
8
Balanced Scorecard
? Financial perspective
? profitability, revenue growth, return on investment,
economic value added (EVA), and shareholder value
? Internal perspective
? quality levels, productivity, cycle time, and cost.
? Customer perspective
? service levels, satisfaction ratings, and repeat business
? Innovation and learning perspective
? intellectual assets, employee satisfaction, market
innovation, and skills development
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
9
Leading and Lagging Measures
? Lagging measures (outcomes) tell what has happened
? Leading measures (performance drivers) predict what will
happen.
? Example: Pearl River School District
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
10
Causal Relationships (IBM
Rochester)
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
11
Performance Measurement in
the Baldrige Criteria
? Product and process outcomes
? Customer-focused outcomes
? Workforce-focused outcomes
? Leadership and governance outcomes
? Financial and market outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
12
Product and Process Outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
13
Customer-Focused Outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
14
Workforce-Focused Outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
15
Leadership and Governance
Outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
16
Financial and Market Outcomes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
17
Designing Effective Performance
Measurement Systems
? Purposes
? Providing a perspective of the past, present, and future
? Identifying trends and progress
? Facilitating understanding of cause-and-effect
relationships
? Providing direction and support for continuous
improvement
? Allowing performance comparison to benchmarks
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
18
Selecting Performance
Measures
?
?
?
?
?
Fewer is better.
Link to the key business drivers.
Include a mix of past, present, and future
Address the needs of all stakeholders.
Start at the top and flow down to all levels of
employees
? Combine multiple indexes into a single index
? Change as the environment and strategy changes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
19
Example: IBM Rochester
? Does the measurement support our mission?
? Will the measurement be used to manage change?
? Is it important to our customers?
? Is it effective in measuring performance?
? Is it effective in forecasting results?
? Is it easy to understand/simple?
? Are the data easy/cost-efficient to collect?
? Does the measurement have validity, integrity, and
timeliness?
? Does the measure have an owner?
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
20
Example: Clarke American
? Matrix classification: change the business/run the
business and predictive (leading)/diagnostic (lagging)
? Change the business measures are those most critical to
the achievement of strategic objectives and evaluate
organizational performance, such as total order cycle
time and implemented ideas.
? Run the business measures are those used for daily
operations and include measures of accuracy,
responsiveness, and timeliness for deliveries.
? Many organizations have adopted this model.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
21
Linking Measures to Strategy
? Inappropriate measures lead to actions incongruent with
strategies, even if they are well formulated and
communicated
? Appropriate measures lead to attainment of strategic goals
and impact the goals and strategies needed to achieve
them.
? Performance measures should strongly align with the
principal factors that determine competitive success and
the strategic challenges the organization faces.
? Performance measures should also be aligned with
strategies and action plans.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
22
Mercy Health
System
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
23
Aligning Strategic and Process-Level
Measurements
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
24
Auditing the Measurement System
? An outdated measurement system wastes resources,
hinders strategic deployment, and often rewards the
wrong behaviors.
? An audit should examine
? whether the measures are aligned with the
organization’s goals,
? whether the right balance between leading and lagging
measures and between operational and strategic
measures has been struck, and
? whether any gaps, blind spots, or potential conflicts
exist in the measurement system.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
25
Analyzing and Using
Performance Data
? Analysis – an examination of facts and data to provide a
basis for effective decisions.
? Examples
? Examining trends and changes in measures and indicators using
charts and graphs
? Calculating a variety of statistical measures such as means,
proportions, and standard deviations
? Applying sophisticated statistical tools such as correlation and
regression analysis to help understand relationships among
different measures
? Comparing results relative to other business units, competitors, or
best-in-class benchmarks
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
26
Interlinking
? …the quantitative modeling of cause-and-effect relationships between
performance measures
? How product and service quality improvement correlates with key
customer indicators such as customer satisfaction, customer
retention, and market share
? Financial benefits derived from improvements in employee safety,
absenteeism, and turnover
? Benefits and costs associated with education and training
? Relationships between product and service quality, operational
performance indicators, and overall financial performance
? Profit impacts of customer satisfaction and retention
? Market share changes as a result of changes in customer satisfaction
? Impacts of employee satisfaction on customer satisfaction
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
27
Example: IBM Rochester
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
28
Example: North Mississippi Medical
Center
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
29
The Role of Comparative Data
? Comparative data refer to industry averages, competitor
performance, world-class benchmarks, or performance
measures of other organizations with similar product
offerings.
? Uses:
? know where an organization stands relative to competitors
and to best practices
? provide the impetus for significant (“breakthrough”)
improvement or change
? Obtain a better understanding of processes and their
performance.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
30
Comparative Data at Mercy
Hospital, Janesville
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
31
Performance Review
? Data provide the foundation for management
review to
? assess organizational success and performance
relative to competitors
? understand how well progress on strategic objectives
and action plans is being achieved
? identify priorities for improvement and opportunities
for innovation for products, services, and processes
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
32
Performance Review at PRO-TEC
Coating Company
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
33
Managing Information
Resources
? Organizations must ensure that both data and
information and the hardware and software
systems that process them are
? Accessible to all who need them in a timely fashion
? Reliable
? Accurate
? User-friendly
? Secure and confidential as appropriate
? Kept current
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
34
Knowledge Management
? …the process of identifying, capturing, organizing, and
using knowledge assets to create and sustain
competitive advantage.
? Knowledge assets refer to the accumulated intellectual
resources that an organization possesses, including
information, ideas, learning, understanding, memory,
insights, cognitive and technical skills, and
capabilities.
? Explicit knowledge includes information stored in documents
or other forms of media.
? Tacit knowledge is information that is formed around
intangible factors resulting from an individual’s experience,
and is personal and content-specific.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
35
Knowledge Management Systems
? Characteristics
? A way of capturing and organizing explicit as well as tacit
knowledge of how the business operates
? A systems-approach to management that facilitates
assimilation of new knowledge into the business system and
is oriented toward continuous improvement/innovation
? A common framework for managing knowledge and some
way of validating and synthesizing new knowledge as it is
acquired
? A culture and values that support collaborative sharing of
knowledge across functions and encourages full participation
of all employees in the process
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
36
Knowledge Transfer
? The transfer of knowledge within organizations and the
identification and sharing of best practices often set highperforming organizations apart from the rest.
? Internal benchmarking – the ability to identify and
transfer best practices within the organization
? Rapid knowledge transfer involves the discovery, learning,
creation, and reuse of knowledge that eventually becomes
intellectual capital—knowledge that can be converted
into value and profits.
© 2014
part.
2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
37
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