【正文】 agement Relevant Part of Organizational Effectiveness Results Relevant Parts of Governance and Social Responsibility 2. Strategic Planning a (1) Financial Results Relevant Parts Relevant Parts 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 42 Data and Information Gathering Step 5 數(shù)據(jù)和信息搜集 Data Gathering Strategy 數(shù)據(jù)搜集戰(zhàn)略 Key Factors 關(guān)鍵要素 Interviews 訪問(wèn) Document Review 文件評(píng)審 Writing Notes 書面筆記 Member Debriefing 成員任務(wù)報(bào)告 Team Debriefing 小組任務(wù)報(bào)告 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 43 Data Gathering Strategy 數(shù)據(jù)搜集戰(zhàn)略 ? Creating an open atmosphere, so that people will share information freely. (advanced munication) 創(chuàng)建一種公開(kāi)的氣氛 ， 以便與人們自由分享信息 （ 良好的溝通 ） 。 No approaches for organizational learning and knowledge 織學(xué)習(xí)和知識(shí)資產(chǎn)的方法 。 ? Do not provide estimations for improvement project planning and implementation. 本階段不要為改進(jìn)項(xiàng)目策劃和實(shí)施提供預(yù)算 。 – Participating improvement planning, taking ownership of improvement projects. 參與改進(jìn)策劃 、 負(fù)責(zé)改進(jìn)項(xiàng)目 ? External Expert: Depending on the inhouse expertise, plays different roles as required. Can be a leader or a facilitator, must be a trainer. 外部專家： 取決于內(nèi)部的情況 ， 在需要時(shí)扮演著不同的角色 。 – Autonomy and authority to carry out improvement plans. 執(zhí)行改進(jìn)計(jì)劃的自主和權(quán)利 。 ? Organization with a culture that ordinarily avoids confronting harsh realities will not be able to identify the weakness and the root causes of existing problems. They believe that their own culture can be adjusted to the strategy without knowing that strategy is limited by and adjusts to the existing culture. 以和為貴 ， 不愿面對(duì)和解決矛盾 。 Audit vs. Assessment – Warning Signals 審核：評(píng)估 警告信號(hào)（ 3） 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 15 ? People seem to be concerned that there will be few choices available at the end regarding what action to take – the report will indicate what must be done, rather than providing a framework for deciding what issues to address. 人們似乎擔(dān)心他們?cè)谧詈箨P(guān)于采取何種措施時(shí)有很少的選擇余地 —報(bào)告會(huì)指出必須做什么 ， 而不是僅提供解決問(wèn)題的框架 。 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 12 Audit vs. Assessment – Warning Signals 審核：評(píng)估 警告信號(hào)（ 1） Here are some of the warning signals that will tell you when people are still thinking of the assessment as a pliance audit: 下面是當(dāng)人們?nèi)匀徽J(rèn)為評(píng)估是符合性審核的時(shí)候的警告信號(hào)： ? People refer to the criteria as a ―standard‖ and talk about ―pliance‖ or ―conformance‖. 人們喜歡將標(biāo)準(zhǔn)看作 “ 標(biāo)準(zhǔn) standard‖并討論 “ 符合 ” 獲 “ 一致 ” 。 Strategic and Operational Goals Case Study 9 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 10 (4) Integrated Approach 綜合的方法 Operations are characterized by processes that are repeatable and regularly evaluated for change and improvement in collaboration with other affected units. Efficiencies across units are sought and achieved. 組織通過(guò)對(duì)與其他有影響的單元的合作帶來(lái)的變化和改進(jìn)的可重復(fù)的 、 定期的評(píng)價(jià)過(guò)程進(jìn)行經(jīng)營(yíng) 。 Goal 2: improvement of overall organizational effectiveness and capabilities 整個(gè)組織有效性和能力的改進(jìn) 。2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 1 Subject主題 5 SelfAssessment and Improvement Based on Baldrige Criteria 基于波多里奇標(biāo)準(zhǔn)的 自我評(píng)估和改進(jìn) 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 2 Introduction to SelfAssessment 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 3 Reasons for SelfAssessment（ 1） 自評(píng)的原因 ? Customers and petitors are driving a need to change (Response to threats). 顧客和競(jìng)爭(zhēng)者驅(qū)動(dòng)變化的需求 （ 響應(yīng)威脅 ） 。 Goal 3: organizational and personal learning 組織和個(gè)人的學(xué)習(xí) 。 可以獲得跨單元的有效結(jié)果 。 ? The scores seem unduly important to people, and the idea keeps recurring that there is a ―pass mark‖. 分?jǐn)?shù)對(duì)人們非常重要 ， 并且人們的思想仍然停留在是否 “ 及格 ” 。 ? If you see many of these warning signals, then you have more work to do in getting the message across. 如果你看到很多這樣的警告信號(hào) ， 那么你就得改進(jìn)評(píng)估的方法 。 他們認(rèn)為自己的文化可以按照戰(zhàn)略加以調(diào)整 ， 但是卻不知道戰(zhàn)略可能受現(xiàn)有文化的限制 ，并要適應(yīng)現(xiàn)有的文化 。 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 31 Criteria 標(biāo)準(zhǔn) ? Based on the maturity of the organization, you have the flexibility to use portion or all of the Baldrige Criteria. You can simplify the criteria based on your own needs. 以組織的成熟度為基礎(chǔ) ， 你可以有選擇的使用波多里奇標(biāo)準(zhǔn)的部分或全部 。 可能是領(lǐng)導(dǎo)或推動(dòng)者 ，必須扮演導(dǎo)師的角色 。 ? Reserve reasonable margins 預(yù)留適當(dāng)?shù)臅r(shí)間 . (Case Study?) 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 36 Executive Workshop – Step 2 經(jīng)理主管人員討論會(huì) 第 2步 Background and Credibility of Baldrige Award 波多里奇獎(jiǎng)的背景和可信度 Introducing the Assessment Criteria介紹評(píng)估標(biāo)準(zhǔn) Practicing 實(shí)施 (Case study of Category 1 or 2) (第 2類的案例研究 ) Presenting the Assessment Plan 陳述評(píng)估計(jì)劃 Assessment Team Selection 確定評(píng)估組 Assignments for Organizational Profile 向成員分配搜集組 織資料的任務(wù) Initial Communication and Schedule 初始的溝通和進(jìn)度表 Conforming the Next Steps確認(rèn)下一步工作計(jì)劃 (The Workshop lasts 4 to 6 hours 研討會(huì)持續(xù) 46小時(shí) ) 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 37 Guidelines for Choosing the Assessment Team 評(píng)估組選擇指南 The team members should be 評(píng)估組成員應(yīng)該是 : ? Knowledgeable about the organization 了解組織 ? Able to access information有能力搜集必要的資料 ? Able to municate with people at all levels 能與所有層面的人 員溝通 ? Trusted and credible可信并可靠 (to leaders, peers, front line people 領(lǐng)導(dǎo) 、 同 事以及第一線人員 ) ? Role models for the desired behaviors (dependable, team players…… ) ? 模范者 （ 可靠的 、 小組參與者 ） Assessor = Auditor + Analyst + Consultant + Tutor 評(píng)估員 = 審核員 + 分析員 + 顧問(wèn) + 培訓(xùn)老師 The team as a whole should be a cross section of the organization (to avoid the perception of bias). 從不同的部門選出 （ 要避免偏頗 ） 2020/6/21 Prepared by Strategy, Risk