Baldrige National Quality Award for Health Care Organizations Elaine Reeves HCA 375 – Ashford University Paula Arceneaux December 5, 2011 Quality Improvement in Healthcare Health care is something commonly visited with my family and me. Having three children in the last seven years, my family and I have had our share of hospital and medical office visits. The quality in care does not go unnoticed as I see many areas that need improvement, as well as other areas that are exemplary
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the approach to staff motivation can be replicated by other healthcare organizations while stating some barriers and facilitators of the approach. The healthcare industry is characterized by constant changes and dynamism with the aim of providing quality care that is affordable. “Motivation is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior”(Steers and Porter,1987 as cited by Burns et al 2011). Sharp healthcare’s major objective
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The Baldrige National Quality Award program was established by The Malcolm Baldrige National Quality Improvement Act of 1987. The award is named for Malcolm Baldrige, who served as Secretary of Commerce from 1981 until his death in 1987. The purpose of the law is “to help to stimulate American companies to improve quality and productivity for the pride of recognition while obtaining a competitive edge through increased profits; to recognize the achievements of those companies that
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Discuss thoroughly the Malcolm Baldrige Quality Award Examination. – Cite a local counterpart or possible similar assessments in the Philippines What is the Malcolm Baldrige National Quality Award? An award given to businesses—manufacturing and service, small and large—and to education and health care organizations that apply and are judged to be outstanding in seven areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management
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Analysis Of National and Regional Quality Awards by Robert J. Vokurka, Gary L. Stading and Jason Brazeal Q UALITY, AS MOST ORGANIZATIONS KNEW IT, RAPIDLY CHANGED DURING THE 1980s. Due to successful Japanese efforts, U.S. industries began to discover the competitive advantages that quality could bring and how the lack of a quality system could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management
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been removed from this chapter, though reference to it may occur in the text. The omitted content was intentionally deleted and is not needed to meet the University's requirements for this course. CHAPTER 3 Global Supply Chain Quality and International Quality Standards Global competition is played out by different rules and for different stakes at each level. —C. K. PRAHALAD and GARY HAMEL INTRODUCTION I nternational trade is not a new phenomenon. The Roman, Greek, Egyptian, Chinese
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application of the balanced scorecard (BSC) in the business sector is well documented, very little research has been reported regarding the adaptation or application of the BSC in the education sector. In this article, the authors (a) describe how the Baldrige Education Criteria for Performance Excellence has adapted the concept of the BSC to education and (b) discuss significant differences as well as similarities between the BSC for business and the BSC
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Sharp HealthCare National Institute of Standards and Technology • U.S. Department of Commerce Baldrige National Quality Program Sharp HealthCare is San Diego County’s largest integrated health care delivery system, serving greater than 27 percent of the county’s 3 million plus residents—some 785,000 people—each year. A not-for-profit organization, Sharp has an annual net revenue of greater than $1.9 billion; employs a workforce of greater than 14,000 staff members and 2,600 affiliated
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Baldrige Criteria for Performance Excellence Strayer University Dr. Finn BUS430 The Malcolm Baldrige National Quality Award (MBNQA) – now known as the Baldrige National Quality Program-has been one of the most powerful catalysts for improving organizational performance in the United States (The Collier and Evans (2011) textbook). Strategic planning is applicable for any type of business entity or organization. However, people tend to think that it is only meant for large businesses. Strategic
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Making Teams Work in a Changing Market Winning the Malcolm Baldrige National Quality Award is no small feat. To be given the Baldrige award, a company must excel in three major measurements of quality: (1) customer satisfaction, (2) product and service quality, and (3) quality of internal operations. Previous winners have included such companies as Solectron and the General Motors Saturn Division. Taking home the Baldrige award was the last thing on the minds of Judith Corson and her partner, Jeffrey
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