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Essay / Research Paper Abstract
A 5 page paper discussing 3 characteristics of recent Baldrige Award winners. The purpose here is to identify aspects of lifelong learning; training and development; or corporate education at several recently winning companies. Used for example here are Motorola, winner in 2002; Clarke American Checks and Pal’s Sudden Service, both 2001 winners of the Malcolm Baldrige National Quality Award. All of these organizations practice each of these three qualities; the paper examines practice at only one organization for each characteristic. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtBaldCos.rtf
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Unformatted sample text from the term paper:
has long held that one of the best ways to achieve success is to study those that already have accomplished that goal, identifying winning attitudes and actions and then applying
them to another organization. This is the approach that Ritz-Carlton Hotels took to become the first service-industry Baldrige award winner in the early 1990s, and it remains a viable
tool for achieving greater quality in any organization. The purpose here is to identify aspects of lifelong learning; training and development; or corporate
education at several recently winning companies. Used for example here are Motorola, winner in 2002; Clarke American Checks and Pals Sudden Service, both 2001 winners of the Malcolm Baldrige
National Quality Award. All of these organizations practice each of these three qualities; the paper examines practice at only one organization for each characteristic. Lifelong Learning
One of the features of todays business environment is that organizations need to make the most efficient and highest use of all the resources available to
them. Deming (1986) urged managers to look to their employees for ideas in making processes more efficient in saying that the worker doing a specific job every day knows
that job better than anyone else possibly can. Clarke American Checks took this Deming admonition to heart, asking and then implementing - changes in process suggested by
the workers involved in those processes through daily operations. At Clarke American Checks, "more than 20,000 ideas from Clarke American associates were implemented
for a cost savings of an estimated $10 million" (Clarke American, 2002) in 2001 alone. Though the ideas arose from Clarke Americans own daily operations and those workers performing
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