GE Case Questions / Baldrige Assessment

| April 8, 2015

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Read the case materials and submit typed answers (1 page maximum) to the instructor prior to the case being discussed in class (no credit will be given for late submission).

What was the condition of GE when Jack Welch took over in 1981? Describe in one paragraph the gap between “what was the current reality in 1981” and “what was desired.”
Why did Jack Welch concentrate on “best practices” and “work out” actions for “gap closure?” How did these efforts run counter to the prevailing culture? How did he influence the behaviors of executives and managers?
What potential resistance or negative consequences might result from the implementation of such “gap closure” actions?
Summarize the “lessons learned” relating to the most significant attributes or principles of leadership appropriate to the case.
From what you read and what you know about GE, rate the organization using the Baldrige Criteria Assessment form contained in Module 1 (Segment 1.7) and indicate your rating total (0 to 1000) and any comments.

Grade-Sheet: GE / Baldrige Self-Assessment (50 points)

This assignment will be evaluated using this grade-sheet.

_____ Described in one paragraph the gap between “what was the current reality in 1981” and “what was desired.” (10 pts)

_____ Explained why Jack Welch concentrated on “best practices” and “work out” actions for “gap closure; how Welch’s efforts run counter to the prevailing culture; how Welch influenced the behaviors of executives and managers? (10 pts)

_____ Explained what potential resistance or negative consequences might result from the implementation of such “gap closure” actions? (10 pts)

_____ Summarized the “lessons learned” relating to the most significant attributes or principles of leadership appropriate to the case. (10 pts)

_____ Provided a rating of GE, using the Baldrige Criteria Self-Assessment form contained in Module 1 and indicated their rating total (0 to 1000) and comments. (10 pts)

_____ Total Points (50 Max)

other than writing the one page do not forget to rate the organization using the Baldrige Criteria Assessment form

 

Team Member Name(s): ___________________________________

 

____________________________________________________

 

 

 

 

Criteria for Performance Excellence

Self Assessment Score Sheet

 

 

 

 

Explanation of self-scoring:

 

The self-assessment tool details key criteria of performance excellence for an organization or work unit. .The criteria and scoring are adapted from the 2009-2010 Baldrige Criteria for Performance Excellence.

 

Using a combination of available resources, consider whether the criteria are evident in the organization you have selected for an analysis. Are the criteria evident throughout the organization, in most areas, in a few areas, or not at all?  Circle the appropriate response for each criterion.  When you have completed the entire assessment, sum up the scores for each section and enter into the “point subtotals” column.  On the last page transfer the subtotals to obtain an overall grand total.

 

 

 

 

 

Organization or Work Unit Name: ________________________________________

 

 

 

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
 

1.0 Leadership:   Examines how the organization’s leaders personal actions guide and sustain the organization, Also examined are the organization’s governance system and how the organization fulfills its legal, ethical, and societal responsibilities and supports its key communities.

 

1.1  Senior Leadership (70 pts)
  1. Vision, Values, and Mission
  1. Leaders set organizational vision and values
0 4 9 14
  1. Leaders promote an environment that fosters legal and ethical behavior
0 4 9 14
  1. Leaders take actions to develop future leaders and a sustainable organization
0 4 9 14
  1. Communication and Organizational Performance
  1. Leaders communicate and engage the entire workforce
0 4 9 14
  1. Leaders focus on actions to accomplish the organization’s objectives
0 4 9 14
1.2  Governance and Societal Responsibilities (50pts)
  1. Organizational Governance
  1. Leaders are  transparent and accountable for actions
0 3 7 8
  1. Leader performance is evaluated appropriately
0 3 7 8
  1. Legal and Ethical Behavior
  1. Leaders address adverse impacts of products and operations
0 3 6 9
  1. Leaders monitor legal and ethical behavior
0 3 6 9
  1. Societal Responsibilities
  1. Leaders consider societal well-being as part of daily operations
0 3 6 8
  1. Leaders actively support and strengthen key communities
0 3 6 8
Subtotal 1.0

 

 

Please list at least one action step that could be taken to improve the organization’s performance in the Leadership category:

 

 

 

 

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
 

2.0 Strategic Planning:   Examines how an organization strategic objectives and action plans are developed deployed and progress measured.

 

2.1  Strategy

      Development

      (40 pts)

  1. Strategy Development

     Process

  1. A strategic planning

process is employed

0 4 7 10
  1. Key factors are identified and analyzed
0 4 7 10
  1. Strategic Objectives
  1. Strategic objectives are identified
0 4 7 10
  1. Strategic objectives address strategic challenges.
0 4 7 10
2.2 Strategy

      Deployment (45pts)

  1. Action Plan

     Development and

     Deployment

  1. Key short and longer-term action plans are identified
0 2  5 7
  1. Key action plans are deployed throughout the organization
0 2 4 6
  1. Financial and other resources are available
0 2 4 6
  1. Action plans may be modified if circumstances change
0 2 4 6
  1. Key human resource plans are identified
0 2 5 7
  1. Key performance measures or indicators are identified
2 4 6
  1. Performance

     Projection

  1. Key performance

projections are developed for short and longer-term plans

0 2 5 7
Subtotal 2.0

 

 

Please list at least one action step that could be taken to improve the organization’s performance in the Strategic Planning category:

 

 

 

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
 

3.0 Customer Focus:  Examines how an organization engages its customers and stakeholders for long-term success and uses information to improve and innovate.

 

3.1  Customer Engagement   (40pts)
  1. Product Offerings and Customer Support
  1. Product offerings in need of improvement or innovation are identified
0 2 4 7
  1. Mechanisms to support customers seeking information are in place
0 2 4 7
  1. Customer support provided
0 2 4 7
  1. Building a Customer Culture
  1. A culture exists that provides positive customer experiences
0 2 4 7
  1. Positive relationships with customers are built
0 2 4 6
  1. Approaches to stay current and aligned with business needs and directions are maintained
0 2 4 6
3.2  Voice of the Customer   (45pts)
  1. Customer Listening
  1. Customer feedback  is solicited for improvement actions
0

 

 

1 3 5
  1. Feedback regarding competitors’ customers is solicited for improvement actions
0 1 3 4
  1. A complaint

management process is in place

0 1 3 4
  1. Customer Satisfaction
  1. Customer           satisfaction is measured
0 1 3 5
  1. Customer satisfaction relative to competitors is measured
0 1 3 4
  1. Customer dissatisfaction is measured and used for  improvement initiatives
0 1 3 5
  1. Analysis and Use of Customer Data
  1. information is used  to identify market segments
0 1 3 5
  1. Information is used to identify key customer requirements
0 1 3 4
  1. Information is used to identify opportunities for innovation
0 1 3 5
  1. Data approaches are aligned with business needs
0 1 3 4
Subtotal 3.0

 

Please list at least one action step that could be taken to improve the organization’s performance in the Customer Focus category:

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
 

4.0 Measurement, Analysis, and Knowledge Management:  Examines an organization’s performance measurement system and how it analyzes performance data and information

 

4.1  Measurement of

 Organizational

 Performance  (45pts)

  1. Performance Measurement
  1. Tracks daily operations including progress relative to strategic objectives
0 3 6 9
  1. Uses key comparative data to support operational and strategic decision making
0 3 6 9
  1. Keeps measurement systems aligned with business needs
0 3 6 9
  1. Performance Analysis – Reviews and assesses performance and capabilities relative to strategic objectives
0 3 6 9
  1. Performance Improvement – Translates performance review findings into priorities for continuous improvement and innovation
0 3 6 9
4.2  Management of       Information, Knowledge, and Information Technology  (45pts)
  1. Data, Information, and Knowledge Management
  1. Ensures that data is accurate, reliable, timely, and secure
0 3 5 8
  1. Data is made available to appropriate people
0 3 5 7
  1. Organizational knowledge and best practices are collected and transferred
0 3 5 8
  1. Management of Information Resources and Technology
  1. Hardware and software are reliable, secure, and user-friendly
0 3 5 8
  1. Business continuity plans are in place in case of emergencies
0 3 5 7
  1. Hardware and software systems are current with business needs

 

0 3 5 7
Subtotal 4.0

 

Please list at least one action step that could be taken to improve the organization’s performance in the Measurement, Analysis, and Knowledge Management category:

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
5.0 Workforce Focus:  Examines how an organization engages, manages, and develops its workforce to utilize its full potential in alignment with its overall mission, strategy, and action plans.
5.1  Workforce Engagement  (45 pts)
  1. Workforce Enrichment
  1. Key factors that affect the workforce engagement have been identified
0 2 3 5
  1. The organizational culture supports open communication
0 2 3 5
  1. A workforce performance system is in place that supports high-performance
0 2 3 5
  1. Workforce and Leader Development
  1. A learning system is in place that provides development opportunities including: education, training, coaching, mentoring, and sharing work-related experiences
0 2 3 5
  1. The learning and development system addresses transfer of knowledge from departing or retiring workers
0 2 3 5
  1. The effectiveness of the learning and development system is evaluated
0 2 3 5
  1. An effective career progression and leadership succession plan are in place
0 2 3 5
  1. Assessment of Workforce
  1. Formal and informal methods are in place to measure workforce satisfaction and work climate
0 2 3 5
  1. Assessments of workforce are aligned with improvement initiatives
0 2 3 5
5.2  Workforce Environment  (40 pts)
  1. Workforce Capability and Capacity
  1. Workforce skills, competencies, and staffing levels are assessed
0 2 4 7
  1. Processes are in place to recruit, hire, place and retrain new members of the workforce
0 2 4 7
  1. The workforce is effectively organized and managed to address business needs
0 2 4 6
  1. The workforce is prepared and flexible to address changing capability and capacity needs
0 2 4 6
  1. Workforce Climate
  1. Environmental factors including workforce health, safety, and security are measured
0 2 4 7
  1. Workforce policies, services, and benefits are tailored to the needs of a diverse workforce
0 2 4 7
Subtotal 5.0

 

 

Please list at least one action step that could be taken to improve the organization’s performance in the Workforce Focus category:

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
 

6.0 Process Management:  Examines the key aspects of an organization’s work systems including design, management, improvement and readiness in case of emergencies in order to deliver customer value and achieve organizational success.

  • Work Systems      (35 pts)
  1. Work Systems Design
  1. Overall work systems are designed efficiently
0 2 4 7
  1. Work systems capitalize on the core competencies of the workforce
0 2 4 7
 
  1. Key Work Processes
  1. Key work processes contribute to profitably delivering customer value
0 2 4 7
  1. Input for key work processes is solicited from customers, suppliers, and collaborators, as appropriate
0 2 4 7
  1. Emergency Readiness – disaster and emergency preparedness systems are in place that consider prevention, management and continuity of operations
0 2 4 7
6.2 Work Processes

    (50 pts)

  1. Work Process Design – work processes are designed to meet all key requirements
0 4 8 13
     
  1. Work Process Mgmt.
  1. Day-to-day operations and work processes are managed to ensure that they meet all key requirements
0 4 8 12
  1. The costs of work processes and productivity losses are controlled and minimized
0 4 8 12
  1. Work Process Improvement – systematic methods of evaluating and improving processes are in place
0 4 8 13
Subtotal 6.0

 

Please list at least one action step that could be taken to improve the organization’s performance in the Process Management category:

 

Assessment Category Non- existent Evident in some areas Evident in most areas Evident through-out Point subtotals
7.0 Results:  Examines an organization’s performance and improvement in key areas – product outcomes, customer–focused outcomes. Financial and market outcomes, workforce-focused outcomes, process effectiveness outcomes, and leadership outcomes. Performance levels are examined relative to those of competitors and other organizations with similar offerings.
7.1  Product Outcomes  (100 pts)
  1. Product Results – key product results are summarized and segmented by customer groups, market segments and compared with the performance of competitors with similar offerings
0 33 66 100
7.2  Customer Focused Outcomes (70 pts)
  1. Customer Focused Results
  1. Current customer  satisfaction and dissatisfaction is measured and results compared with  competitors
0 12 24 35
  1.   Current customer

engagement is measured and results compared with competitors

0 12 24 35
7.3  Financial and   Market Outcomes   (70 pts)
  1. Financial and Market Results
  1. Current financial

performance is measured and compared with budgetary forecasts

0 12 24 35
  1. Current marketplace performance including market share, growth, and new products / markets  are measured
0 12 24 35
7.4 Workforce-Focused Outcomes (70 pts)
  1. Workforce Results
 
  1. Current levels of employee satisfaction are measured
0 6 12 18
 
  1. Current workforce and leader development is measured
0 6 12 17
 
  1. Current workforce and staff capability and trends are measured
0 6 12 18
 
  1. Current workforce climate including health, safety, are benefit trends are measured
0 6 12 17
7.5 Process Effectiveness Outcomes       (70 pts)
  1. Process Effectiveness Results
 
  1. Current operational work systems and emergency preparedness are measured
0 12 24 35
 
  1. Current key work processes including productivity, efficiency, and innovation are measured
0 12 24 35
7.6 Leadership Outcomes

 (70 pts)

  1. Leadership and Societal Responsibility Results
 
  1. Accomplishment of organizational strategy is measured against plans
0 5 10 14
 
  1. Fiscal accountability and governance are monitored and reported
0 5 10 14
 
  1. Regulatory and legal compliance are monitored and reported
0 5 10 14
 
  1. Ethical behavior of leaders and governance of the organization are monitored and reported
0 5 10 14
 
  1. Fulfillment of the organization’s societal responsibilities and support for communities are monitored and reported
0 5 10 14
 
Subtotal 7.0

 

Please list at least one action step that could be taken to improve the organization’s performance in the Results category: 

 

 

 

Criteria for Performance Excellence (Points)

 

  • Leadership (120 pts) ………………………………………………………….

 

  • Strategic Planning (85 pts) …………………………………………………..

 

  • Customer Focus (85 pts) …………………………………………………….

 

  • Measurement, Analysis, and Knowledge Management (90 pts) …..……..

 

  • Workforce Focus (85 pts) …………………………………………….

 

  • Process Management (85 pts) ………………………………………………..

 

  • Results (450 pts) ……………………………………………………

 

GRAND TOTAL (1000 pts) ……………………………………………………..

 

Sub-Total Ratings

 

 

 

 

 

 

 

 

 

 

 

 

 

________

 

 

Comments / Action Planning – Please summarize the action steps that could be taken to improve the organization’s performance related to the seven categories and criteria for performance excellence:

 

 

 

 

 

 

 

 

 

 

 

 

 

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Category: Leadership Studies

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