National Quality Award
Organization profile is one of the applications by Malcolm Cargill Baldrige that received awards due to their immense illustrations and relevant analysis on how other global institutions and multinationals can realize success through an effective corporate management. Throughout the article, the institution, through the author, talks with a number of organization elements among them including organization relationships, performance improvement systems and competitive environment. Other relevant elements include how to come up with the best organizational visions and values, promoting as well as enhancing ethical behavior within the organization and how to create a sustainable organization.
Performance management (PM) is one of the key aspects of that I found to be most inspiring by their practices, and for this reason, I would be in the quality function, I would copy this to create a quality improvement in my company. PM refers to the process by which the members of an organization, both managers, and employees, collaborate in the process of planning and monitoring as well as reviewing the work objectives of the staff members alongside their overall contribution to the organization (Curseu 3). This particular by the company relate to some of the quality guru’s taught, among particularly the continuous process through which individuals should adopt in setting their objectives and assessing their general progress. Adopting the idea of PM from the practices by Malcolm Cargill Baldrige would assist in establishing an on-going coaching and relevant feedback for the purpose of ensuring that employees are realizing the set objectives among other career goals.
Effective communication (EC) emerged to be another outstanding practice by Malcolm Cargill Baldrige justifying the awards they received from their application. EC within an organization enhances overall performance, which in turn leads to increase in productivity, reduced levels of employee turnover and enhancing office atmosphere (Abdin 11). Given the opportunity to occupy an office in the quality function in the company, I would adopt EC as practiced by Malcolm Cargill Baldrige since it proves to be relevant in a number of ways. Comparing this practice to what the quality guru’s taught, it’s important that at all times, the employee gets informed and engaged, and this can only be realized through effective communications with other departments and constituencies within the company.
According to Malcolm Cargill Baldrige, the EF communication placed them in a better position to put in place better training as well as coaching to senior staff members, which helped in building their respective communication skills. With EF in place, the managerial staff in the company is able to create ample communication tools for use by the entire staff members. When other companies adopt the same, they will be better placed to measure the different effectiveness of their respective communication efforts.
The other important practice by Malcolm Cargill Baldrige that saw them winning the award was employee engagement (EE); an element that mad the company realized a good number of the set objectives and goals. EE refers to one of the properties of the relationships between the top administration and the other staffs. Talking to an engaged employee, Malcolm Cargill Baldrige refers to a staff member who has been absorbed entirely and quite enthusiastic with regard to their work and in this case takes a positive action towards improving the company’s reputation and interests. This relates to what the quality guru’s taught particularly with the importance of having trust and integrity alongside communication between a firm and its members. Through this, a firm increases the probability of business success, which in turn contributes to the overall performance and productivity.
Abdin, Joynal. “The Barriers Of Communication & Guidance Of Effective Communication”. SSRN Electronic Journal n. pag. Web.
Curseu, Petru Lucian. “Team Performance Management – 2014”. Team Performance Management 21.1/2 (2015): n. pag. Web.