What's wrong - and right - with the Baldrige Awards. (Management): An article from: Chief Executive (U.S.)
Book Details
Author(s)Christopher W.L. Hart
PublisherChief Executive Publishing
ISBN / ASINB00092TIMA
ISBN-13978B00092TIM3
MarketplaceIndia 🇮🇳
Description
This digital document is an article from Chief Executive (U.S.), published by Chief Executive Publishing on November 1, 1993. The length of the article is 3448 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the supplier: Business and industry leaders often have opposing views about the Malcolm Baldrige National Quality Awards. On one end are those who see the Baldrige as the only savior of Corporate America and pursue it like the Holy Grail. On the opposite end are critics who contend that pursuing the award is a fruitless exercise because it is too costly, while winning does not guarantee financial success. These bipolar perceptions are both unrealistic. Baldrige disciplines are mistaken in thinking that the award is the be-all and end-all for companies, just as Baldrige bashers are mistaken in saying that it is an empty exercise. Rather than being portrayed in either one of these extreme pictures, the award should be thought of as a good instrument for implementing and evaluating total quality management initiatives and for gauging a company's general performance.
Citation Details
Title: What's wrong - and right - with the Baldrige Awards. (Management)
Author: Christopher W.L. Hart
Publication:Chief Executive (U.S.) (Magazine/Journal)
Date: November 1, 1993
Publisher: Chief Executive Publishing
Issue: n90 Page: p36(6)
Distributed by Thomson Gale
From the supplier: Business and industry leaders often have opposing views about the Malcolm Baldrige National Quality Awards. On one end are those who see the Baldrige as the only savior of Corporate America and pursue it like the Holy Grail. On the opposite end are critics who contend that pursuing the award is a fruitless exercise because it is too costly, while winning does not guarantee financial success. These bipolar perceptions are both unrealistic. Baldrige disciplines are mistaken in thinking that the award is the be-all and end-all for companies, just as Baldrige bashers are mistaken in saying that it is an empty exercise. Rather than being portrayed in either one of these extreme pictures, the award should be thought of as a good instrument for implementing and evaluating total quality management initiatives and for gauging a company's general performance.
Citation Details
Title: What's wrong - and right - with the Baldrige Awards. (Management)
Author: Christopher W.L. Hart
Publication:Chief Executive (U.S.) (Magazine/Journal)
Date: November 1, 1993
Publisher: Chief Executive Publishing
Issue: n90 Page: p36(6)
Distributed by Thomson Gale
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