卓越绩效模式11项核心价值观

1、卓越绩效模式11项核心价值观Criteria for Performance Excellence 一、远见卓识的领导1、建立方向：树立以顾客为中心的价值观，明确组织的使命和愿景，并平衡所有利益相关方的需求。2、制定组织的开展战略、方针、目标、体系和方法，指导组织的各项活动，并引导组织的长远开展。3、调动、鼓励全体员工的积极性，为实现组织目标做到全员参与、改良、学习和创新。4、诚信自律，保护股东和其他利益相关方的权益。5、以自己的道德行为和个人魅力起到典范作用，形成领导的权威和员工对组织的忠诚，带着全体员工克服困难，实现目标。二、以顾客为导向追求卓越1、组织的产品、效劳质量是由顾客和市场来评价

2、的2、为顾客创造价值，建立稳定的顾客关系，增进顾客满意和忠诚3、既要了解顾客今天的需求，也要预测顾客未来的需求4、尽可能做到零缺陷，对偶尔出现的失误要迅速、热情处理好，将顾客的不满意降到最低，并驱动改良和创新5、为顾客提供个性化和有特色的产品、效劳6、对顾客需求变化和满意度保持敏感性，增强市场应变能力三、培育学习型组织和个人1、组织和个人要不断学习新思想、新方法，以持续改良，适应新的开展变化2、培训是组织对员工成长的一种投资，而且是高回报的投资3、学习不应再作为额外的工作，而成为员工日常工作的一局部4、学习内容不仅限于技能和岗位培训，还应包括意识教育、研究开发、顾客需求研究、最正确工作方法和标

3、杆学习5、开展互相学习和经验交流，在组织内部做到知识共享KMS6、强调学习的有效性四、尊重员工和合作伙伴1、在内部，要提高员工满意度：对员工的承诺、保障及与工会的合作；创造公平竞争环境；对优秀员工的认可；为员工提供开展时机；在企业内做到知识共享，帮助员工实现目标；营造一个鼓励员工迎接挑战的环境2、在外部，与顾客、供给商、银行、社会团体等建立战略联盟与合作伙伴关系3、建立战略合作伙伴关系的原那么是：实现互利和优势互补，增强双方实力和获利能力4、成功的内部和外部合作伙伴关系应建立长远的战略目标，从制度和渠道上保证做到互相沟通，共同认识取得成功的关键要求五、灵活性和快速反响1、电子商务的出现缩短了贸

4、易距离和时间2、为了实现快速反响，要缩短产品更新周期和产品、效劳的生产周期，精简机构和简化工作程序，实施同步工程和业务流程再造BPR3、为了满足全球市场、顾客多样化需求，不能满足于简单的“按规定办事、“按标准生产，还要有更多的灵活性4、培养掌握多种能力的员工更为重要，以便胜任工作岗位和任务变化的需要5、时间将成为非常重要的指标，时间的改良会推动组织质量、本钱和效率方面的改良六、关注未来1、持续增长和市场领先地位能给利益相关方以长期信心2、要制定组织的开展战略，分析和预测影响组织开展的各种因素3、根据组织确定的战略目标，制定中长期、短期方案，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

5、续、稳定的开展，要重视与员工和供给商的同步开展联盟与合作七、创新的管理1、创新是对产品、效劳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，成为组织文化的一局部，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良，应反映顾客满意、运行过程和财务绩效情况并导致其改良3、

6、绩效测量所依据的数据和信息必须真实、可靠，应包括顾客、产品和效劳的绩效；运作、市场和竞争绩效的比照，供给商、员工、本钱和财务绩效4、对数据、信息进行趋势、差距和因果分析，采取措施进行改良PDCA5、分析支持多样性的用途：筹划、绩效评审、运作改良、变革管理、与竞争对手或标杆的绩效比照九、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、平安和环境，节约资源和预防污染3、应从产品设计开始就考虑到环境、资源和平安等方面的要求4、不能仅满足于法规要求，应注重持续改良、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

7、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、供给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、产品和效劳结果、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；“方法展开的改良应以“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

8、行动方案整体-一致意味着链接标准要求，确保方案、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局部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，以改良整体绩效，使顾客满意。核心价值观原文，摘自2006 Business Criteria.Core Values and ConceptsThe Criteria are built on the following set of interrelated Core Values

9、 and Concepts:i. _ Visionary leadershipii. _ customer-driven excellenceiii. _ organizational and personal learningiv. _ valuing employees and partnersv. _ agilityvi. _ focus on the futurevii. _ managing for innovationviii. _ management by factix. _ social responsibilityx. _ focus on results and crea

10、ting valuexi. _ systems perspectiveThese values and concepts, described below, are embedded beliefs and behaviors found in high-performing organizations.They are the foundation for integrating key performance and operational requirements within a results-oriented framework that creates a basis for a

11、ction and feedback.Visionary LeadershipYour organizations senior leaders should set directions and create a customer focus, clear and visible values, and high expectations. The directions, values, and expectations should balance the needs of all your stakeholders. Your leadersshould ensure the creat

12、ion of strategies, systems, and methods for achieving performance excellence, stimulating innovation, building knowledge and capabilities, and ensuring organizational sustainability. The values and strategies should help guide all of your organizations activities and decisions. Senior leaders should

13、 inspire and motivate your entire workforce and should encourage all employees, including any volunteers,to contribute, to develop and learn, to be innovative,and to be creative. Senior leaders should be responsible to your organizations governance body for their actions andperformance. The governan

14、ce body should be responsible ultimately to all your stakeholders for the ethics, actions, and performance of your organization and its senior leaders.Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning,communications, coaching, develo

15、pment of future leaders,review of organizational performance, and employee recognition.As role models, they can reinforce ethics, values,and expectations while building leadership, commitment,and initiative throughout your organization.Customer-Driven ExcellenceQuality and performance are judged by

16、an organizations customers. Thus, your organization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to customer acquisition, satisfaction, preference, referral, retention and loy

17、alty, and to business expansion. Customer-driven excellence has both current and future components: understanding todays customer desires and anticipating future customer desires and marketplace potential.Value and satisfaction may be influenced by many factors throughout your customers overall expe

18、rience with your organization. These factors include your organizations customer relationships, which help to build trust, confidence,and loyalty.Customer-driven excellence means much more than reducingdefects and errors, merely meeting specifications, or reducing complaints. Nevertheless, these fac

19、tors contribute to your customers view of your organization and thus alsoare important parts of customer-driven excellence. In addition,your organizations success in recovering from defects,service errors, and mistakes is crucial to retaining customers and building customer relationships. Customer-d

20、riven organizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from competing offerings.Such differentiation may be based on new or modifiedofferings, combinations

21、 of product and service offerings,customization of offerings, multiple access mechanisms,rapid response, or special relationships.Customer-driven excellence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivi

22、ty to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty.It demands listening to your customers. It demands anticipatingchanges in the marketplace. Therefore, customer driven excellence demands awareness of developments in technolog

23、y and competitors offerings, as well as rapid andflexible responses to customer, environmental, and market changes.Organizational and Personal LearningAchieving the highest levels of organizational performance requires a well-executed approach to organizational and personal learning. Organizational

24、learning includes bothcontinuous improvement of existing approaches and significant change, leading to new goals and approaches. Learning needs to be embedded in the way your organization operates.This means that learning (1) is a regular part of daily work;(2) is practiced at personal, work unit, a

25、nd organizationallevels; (3) results in solving problems at their source (“root cause); (4) is focused on building and sharing knowledgethroughout your organization; and (5) is driven by opportunities to effect significant, meaningful change. Sources for learning include employees and volunteers ide

26、as, research and development (R&D), customers input, best practice sharing, and benchmarking.Organizational learning can result in (1) enhancing value tocustomers through new and improved products and services;(2) developing new business opportunities; (3) reducing errors,defects, waste, and rel

27、ated costs; (4) improving responsiveness and cycle time performance; (5) increasing productivity and effectiveness in the use of all your resources; and (6) enhancing your organizations performance in fulfilling its societal responsibilities and its service to your community.Employees success depend

28、s increasingly on having opportunitiesfor personal learning and on practicing new skills.In organizations that rely on volunteers, the volunteers personallearning also is important, and their learning and skill development should be considered with employees. Organizations invest in employees person

29、al learning through education, training, and other opportunities for continuing growth and development. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective way to train and to better link training to your

30、organizational needsand priorities. Education and training programs may benefit from advanced technologies, such as computer- and Internetbased learning and satellite broadcasts.Personal learning can result in (1) more satisfied and versatile employees who stay with your organization, (2) organizati

31、onal cross-functional learning, (3) the building of your organizations knowledge assets, and (4) an improved environment for innovation.Thus, learning is directed not only toward better products and services but also toward being more responsive, adaptive,innovative, and efficientgiving your organiz

32、ation marketplacesustainability and performance advantages and giving your employees satisfaction and motivation to excel.Valuing Employees and PartnersAn organizations success depends increasingly on the diverse backgrounds, knowledge, skills, creativity, and motivation of all its employees and par

33、tners, including both paid employees and volunteers, as appropriate.Valuing employees means committing to their satisfaction,development, and well-being. Increasingly, this involves more flexible, high-performance work practices tailored to employees with varying workplace and home life needs.Major

34、challenges in the area of valuing employees include(1) demonstrating your leaders commitment to your employeessuccess, (2) providing recognition that goes beyond the regular compensation system, (3) offering developmentand progression within your organization, (4) sharing your organizations knowledg

35、e so your employees can better serve your customers and contribute to achieving your strategic objectives, (5) creating an environment that encourages risk taking and innovation, and (6) creating a supportive environment for a diverse workforce.Organizations need to build internal and external partn

36、erships to better accomplish overall goals. Internal partnerships might include labor-management cooperation. Partnerships with employees might entail employee development,cross-training, or new work organizations, such as high-performance work teams. Internal partnerships also might involve creatin

37、g network relationships among your work units to improve flexibility, responsiveness, and knowledge sharing.External partnerships might be with customers, suppliers,and nonprofit or education organizations. Strategic partnerships or alliances are increasingly important kinds of external partnerships

38、. Such partnerships might offer entry into new markets or a basis for new products or services. Also,partnerships might permit the blending of your organizationscore competencies or leadership capabilities with the complementary strengths and capabilities of partners to address common issues.Success

39、ful internal and external partnerships develop longerterm objectives, thereby creating a basis for mutual investments and respect. Partners should address the key requirements for success, means for regular communication, approaches to evaluating progress, and means for adapting to changing conditio

40、ns. In some cases, joint education and training could offer a cost-effective method for employee development.AgilitySuccess in todays ever-changing, globally competitive environment demands agilitya capacity for rapid change and flexibility. E-business requires and enables more rapid, flexible, and

41、customized responses. Organizations face ever-shorter cycles for the introduction of new/improved products and services, and nonprofit and governmental organizations are increasingly being asked to respond rapidly to new or emergingsocial issues. Major improvements in response times often require si

42、mplification of work units and processes or the ability for rapid changeover from one process to another.Cross-trained and empowered employees are vital assets in such a demanding environment.A major success factor in meeting competitive challenges is the design-to-introduction (product or service i

43、nitiation) or innovation cycle time. To meet the demands of rapidlychanging markets, organizations need to carry out stage-tostage integration (such as concurrent engineering) of activities from research or concept to commercialization orimplementation. All aspects of time performance now are more c

44、ritical, and cycle time has become a key process measure. Other important benefits can be derived from this focus on time; time improvements often drive simultaneous improvements in organization, quality, cost, and productivity. Focus on the FutureIn todays competitive environment, creating a sustai

45、nable organization requires understanding the short- and longer-term factors that affect your organization and marketplace.Pursuit of sustainable growth and market leadership requires a strong future orientation and a willingness to make longterm commitments to key stakeholdersyour customers, employ

46、ees, suppliers, partners, stockholders, the public, and your community.Your organizations planning should anticipate many factors,such as customers expectations, new business and partnering opportunities, employee development and hiring needs, the increasingly global marketplace, technological devel

47、opments,the evolving e-business environment, changes in customer and market segments, evolving regulatory requirements,changes in community and societal expectations and needs, and strategic moves by competitors. Strategic objectivesand resource allocations need to accommodate these influences. A fo

48、cus on the future includes developing employees and suppliers, accomplishing effective successionplanning, creating opportunities for innovation, and anticipating public responsibilities and concerns.Managing for InnovationInnovation means making meaningful change to improve an organizations product

49、s, services, programs, processes, and operations and to create new value for the organizations stakeholders. Innovation should lead your organization to new dimensions of performance. Innovation is no longer strictly the purview of research and development departments; innovation is important for al

50、l aspects of your operations and all processes. Organizations should be led and managed so that innovation becomes part of the learningculture. Innovation should be integrated into daily work and should be supported by your performance improvement system.Innovation builds on the accumulated knowledg

51、e of yourorganization and its employees. Therefore, the ability to rapidly disseminate and capitalize on this knowledge is critical to driving organizational innovation.Management by FactOrganizations depend on the measurement and analysis of performance. Such measurements should derive from busines

52、s needs and strategy, and they should provide critical dataand information about key processes, outputs, and results. Many types of data and information are needed for performance management. Performance measurement shouldinclude customer, product, and service performance; comparisons of operational

53、, market, and competitive performance; supplier, employee, cost, and financial performance; andgovernance and compliance. Data should be segmented by, for example, markets, product lines, and employee groups to facilitate analysis.Analysis refers to extracting larger meaning from data and informatio

54、n to support evaluation, decision making, andimprovement. Analysis entails using data to determine trends, projections, and cause and effect that might not otherwise be evident. Analysis supports a variety of purposes, such as planning, reviewing your overall performance, improving operations, accom

55、plishing change management, and comparing your performance with competitors or with “best practices benchmarks.A major consideration in performance improvement and change management involves the selection and use of performance measures or indicators. The measures or indicatorsyou select should best

56、 represent the factors that lead to improved customer, operational, financial, and ethical performance. A comprehensive set of measures or indicators tied to customer and organizational performance requirements represents a clear basisfor aligning all processes with your organizations goals. Through

57、 the analysis of data from your tracking processes, your measures or indicators themselves may be evaluated and changed to better support your goals.Social ResponsibilityAn organizations leaders should stress responsibilities to the public, ethical behavior, and the need to practice good citizenship. Leaders should be role models for your organization