卓越绩效模式11项核心价值观.docx

卓越绩效模式11项核心价值观.docx

《卓越绩效模式11项核心价值观.docx》由会员分享，可在线阅读，更多相关《卓越绩效模式11项核心价值观.docx（14页珍藏版）》请在冰豆网上搜索。

卓越绩效模式11项核心价值观

卓越绩效模式11项核心价值观

LT

　　2、要制定组织的发展战略，分析和预测影响组织发展的各种因素

　　3、根据组织确定的战略目标，制定中长期、短期计划，并配置所需的资源，保证战略目标的实现

　　4、为了追求组织持续、稳定的发展，要重视与员工和供应商的同步发展（联盟与合作）

　　七、创新的管理

　　1、创新是对产品、服务和过程的富有意义的变革，为组织带来新的绩效，为利益相关方创造新的价值

　　2、创新不仅仅局限于研究开发部门的技术和产品创新，管理创新也很重要。

管理创新包括：

思想观念、组织机构、运行机制和业务流程等多方面的创新

　　3、应领导和管理创新，使之融入到日常工作中，成为组织文化的一部分，促使全体员工积极地参与变革（危机意识），管理变革（风险管理），接受变革（能够容忍失败）

　　八、基于事实的管理

　　1、组织依赖于绩效的测量和分析

　　2、绩效测量指标应与组织的方向、战略保持一致（本身也要评价和改进），应反映顾客满意、运行过程和财务绩效情况并导致其改进

　　3、绩效测量所依据的数据和信息必须真实、可靠，应包括顾客、产品和服务的绩效；运作、市场和竞争绩效的对比，供应商、员工、成本和财务绩效

　　4、对数据、信息进行趋势、差距和因果分析，采取措施进行改进（PDCA）

　　5、分析支持多样性的用途：

策划、绩效评审、运作改进、变革管理、与竞争对手或标杆的绩效对比

　　九、社会责任与公民义务

　　1、组织的领导应对社会负有责任，尽好公民义务

　　2、公共责任要求组织遵守职业道德，保护公共健康、安全和环境，节约资源和预防污染

　　3、应从产品设计开始就考虑到环境、资源和安全等方面的要求

　　4、不能仅满足于法规要求，应注重持续改进、超越标准

　　5、公民义务是指在资源许可条件下，积极从事公益事业，在社会活动中起到引导和支持作用（取之于民、用之于民）

　　十、重在结果及创造价值

　　1、经营结果是评价组织绩效的重点

　　2、要为利益相关方（顾客、股东、员工、供应商和社会）创造平衡的价值，处理好短期、长期目标的关系

　　3、经营结果不限于销售额和利润，包括：

以顾客为中心的结果、产品和服务结果、财务和市场结果、人力资源结果、组织有效性结果、组织自律和社会责任结果

　　4、“结果”应是有“因”之果，是“方法－展开”的结果；“方法－展开”的成熟度如何要看“结果”；“方法－展开”的改进应以“结果”为导向

　　十一、系统的观点

　　1、卓越绩效模式：

以系统的思维来管理整个组织，取得卓越绩效。

　　2、系统＝综合、一致、整合：

　　----综合意味着把组织看成一个整体，建立于关键的经营要求，包括战略目标和行动计划（整体）

　　----一致意味着链接标准要求，确保计划、过程、测量和措施的一致性（纵向）

　　----整合意味着绩效管理体系中的各独立部分以充分相连的方法运作（横向）

　　3、系统的观点在质量奖标准的框架图中得到描述，包括：

　　----高层领导重视战略方向和顾客，基于经营结果来监视、因应和管理绩效

　　----运用测量指标，将关键战略、关键过程相链接，并与资源配置一致，以改进整体绩效，使顾客满意。

　　核心价值观原文，摘自2006BusinessCriteria.

　　CoreValuesandConcepts

　　TheCriteriaarebuiltonthefollowingsetofinterrelatedCoreValuesandConcepts:

i._Visionaryleadership

ii._customer-drivenexcellence

iii._organizationalandpersonallearning

iv._valuingemployeesandpartners

v._agility

vi._focusonthefuture

vii._managingforinnovation

viii._managementbyfact

ix._socialresponsibility

x._focusonresultsandcreatingvalue

xi._systemsperspective

　　Thesevaluesandconcepts,describedbelow,areembeddedbeliefsandbehaviorsfoundinhigh-performingorganizations.Theyarethefoundationforintegratingkeyperformanceandoperationalrequirementswithinaresults-orientedframeworkthatcreatesabasisforactionandfeedback.

　　VisionaryLeadership

　　Yourorganization’sseniorleadersshouldsetdirectionsandcreateacustomerfocus,clearandvisiblevalues,andhighexpectations.Thedirections,values,andexpectationsshouldbalancetheneedsofallyourstakeholders.Yourleaders

　　shouldensurethecreationofstrategies,systems,andmethodsforachievingperformanceexcellence,stimulatinginnovation,buildingknowledgeandcapabilities,andensuringorganizationalsustainability.Thevaluesandstrategiesshouldhelpguideallofyourorganization’sactivitiesanddecisions.Seniorleadersshouldinspireandmotivateyourentireworkforceandshouldencourageallemployees,includinganyvolunteers,

　　tocontribute,todevelopandlearn,tobeinnovative,andtobecreative.Seniorleadersshouldberesponsibletoyourorganization’sgovernancebodyfortheiractionsand

　　performance.Thegovernancebodyshouldberesponsibleultimatelytoallyourstakeholdersfortheethics,actions,andperformanceofyourorganizationanditsseniorleaders.Seniorleadersshouldserveasrolemodelsthroughtheirethicalbehaviorandtheirpersonalinvolvementinplanning,communications,coaching,developmentoffutureleaders,reviewoforganizationalperformance,andemployeerecognition.Asrolemodels,theycanreinforceethics,values,andexpectationswhilebuildingleadership,commitment,andinitiativethroughoutyourorganization.

　　Customer-DrivenExcellence

　　Qualityandperformancearejudgedbyanorganization’scustomers.Thus,yourorganizationmusttakeintoaccountallproductandservicefeaturesandcharacteristicsandallmodesofcustomeraccessthatcontributevaluetoyourcustomers.Suchbehaviorleadstocustomeracquisition,satisfaction,preference,referral,retentionandloyalty,andtobusinessexpansion.Customer-drivenexcellencehasbothcurrentandfuturecomponents:

understandingtoday’scustomerdesiresandanticipatingfuturecustomerdesiresandmarketplacepotential.Valueandsatisfactionmaybeinfluencedbymanyfactorsthroughoutyourcustomers’overallexperiencewithyourorganization.Thesefactorsincludeyourorganization’scustomerrelationships,whichhelptobuildtrust,confidence,andloyalty.Customer-drivenexcellencemeansmuchmorethanreducing

　　defectsanderrors,merelymeetingspecifications,orreducingcomplaints.Nevertheless,thesefactorscontributetoyourcustomers’viewofyourorganizationandthusalso

　　areimportantpartsofcustomer-drivenexcellence.Inaddition,yourorganization’ssuccessinrecoveringfromdefects,serviceerrors,andmistakesiscrucialtoretainingcustomersandbuildingcustomerrelationships.Customer-drivenorganizationsaddressnotonlytheproductandservicecharacteristicsthatmeetbasiccustomerrequirementsbutalsothosefeaturesandcharacteristicsthatdifferentiateproductsandservicesfromcompetingofferings.Suchdifferentiationmaybebasedonnewormodified

　　offerings,combinationsofproductandserviceofferings,customizationofofferings,multipleaccessmechanisms,rapidresponse,orspecialrelationships.Customer-drivenexcellenceisthusastrategicconcept.Itisdirectedtowardcustomerretentionandloyalty,marketsharegain,andgrowth.Itdemandsconstantsensitivitytochangingandemergingcustomerandmarketrequirementsandtothefactorsthatdrivecustomersatisfactionandloyalty.Itdemandslisteningtoyourcustomers.Itdemandsanticipating

　　changesinthemarketplace.Therefore,customerdrivenexcellencedemandsawarenessofdevelopmentsintechnologyandcompetitors’offerings,aswellasrapidand

　　flexibleresponsestocustomer,environmental,andmarketchanges.

　　OrganizationalandPersonalLearning

　　Achievingthehighestlevelsoforganizationalperformancerequiresawell-executedapproachtoorganizationalandpersonallearning.Organizationallearningincludesboth

　　continuousimprovementofexistingapproachesandsignificantchange,leadingtonewgoalsandapproaches.Learningneedstobeembeddedinthewayyourorganizationoperates.Thismeansthatlearning

（1）isaregularpartofdailywork;

（2）ispracticedatpersonal,workunit,andorganizationallevels;（3）resultsinsolvingproblemsattheirsource（“rootcause”）;（4）isfocusedonbuildingandsharingknowledge

　　throughoutyourorganization;and（5）isdrivenbyopportunitiestoeffectsignificant,meaningfulchange.Sourcesforlearningincludeemployees’andvolunteers’ideas,researchanddevelopment（R&D）,customers’input,bestpracticesharing,andbenchmarking.Organizationallearningcanresultin

（1）enhancingvalueto

　　customersthroughnewandimprovedproductsandservices;

（2）developingnewbusinessopportunities;（3）reducingerrors,defects,waste,andrelatedcosts;（4）improvingresponsivenessandcycletimeperformance;（5）increasingproductivityand

　　effectivenessintheuseofallyourresources;and（6）enhancingyourorganization’sperformanceinfulfillingitssocietalresponsibilitiesanditsservicetoyourcommunity.Employees’successdependsincreasinglyonhavingopportunities

　　forpersonallearningandonpracticingnewskills.Inorganizationsthatrelyonvolunteers,thevolunteers’personallearningalsoisimportant,andtheirlearningandskilldevelopmentshouldbeconsideredwithemployees’.Organizationsinvestinemployees’personallearningthrougheducation,training,andotheropportunitiesforcontinuinggrowthanddevelopment.Suchopportunitiesmightincludejobrotationandincreasedpayfordemonstratedknowledgeandskills.On-the-jobtrainingoffersacost-effectivewaytotrainandtobetterlinktrainingtoyourorganizationalneeds

　　andpriorities.Educationandtrainingprogramsmaybenefitfromadvancedtechnologies,suchascomputer-andInternetbasedlearningandsatellitebroadcasts.Personallearningcanresultin

（1）moresatisfiedandversatileemployeeswhostaywithyourorganization,

（2）organizationalcross-functionallearning,（3）thebuildingofyourorganization’sknowledgeassets,and（4）animprovedenvironmentforinnovation.Thus,learningisdirectednotonlytowardbetterproductsandservicesbutalsotowardbeingmoreresponsive,adaptive,innovative,andefficient—givingyourorganizationmarketplace

　　sustainabilityandperformanceadvantagesandgivingyouremployeessatisfactionandmotivationtoexcel.

　　ValuingEmployeesandPartners

　　Anorganization’ssuccessdependsincreasinglyonthediversebackgrounds,knowledge,skills,creativity,andmotivationofallitsemployeesandpartners,includingbothpaidemployeesandvolunteers,asappropriate.Valuingemployeesmeanscommittingtotheirsatisfaction,development,andwell-being.Increasingly,thisinvolvesmoreflexible,high-performanceworkpracticestailoredtoemployeeswithvaryingworkplaceandhomelifeneeds.Majorchallengesintheareaofvaluingemployeesinclude

（1）demonstratingyourleaders’commitmenttoyouremployees’success,

（2）providingrecognitionthatgoesbeyondtheregularcompensationsystem,（3）offeringdevelopment

　　andprogressionwithinyourorganization,（4）sharingyourorganization’sknowledgesoyouremployeescanbetterserveyourcustomersandcontributetoachievingyourstrategicobjectives,（5）creatinganenvironmentthatencouragesrisktakingandinnovation,and（6）creatingasupportiveenvironmentforadiverseworkforce.

　　Organizationsneedtobuildinternalandexternalpartnershipstobetteraccomplishoverallgoals.Internalpartnershipsmightincludelabor-managementcooperation.Partnershipswithemployeesmightentailemployeedevelopment,

　　cross-training,ornewworkorganizations,suchashigh-performancework