卓越績(jī)效模式11項(xiàng)核心價(jià)值觀

1、卓越績(jī)效模式11項(xiàng)核心價(jià)值觀Criteria for Performance Excellence 一、遠(yuǎn)見卓識(shí)的領(lǐng)導(dǎo)1、建立方向：樹立以顧客為中心的價(jià)值觀，明確組織的使命和愿景，并平衡所有利益相關(guān)方的需求。2、制定組織的開展戰(zhàn)略、方針、目標(biāo)、體系和方法，指導(dǎo)組織的各項(xiàng)活動(dòng)，并引導(dǎo)組織的長(zhǎng)遠(yuǎn)開展。3、調(diào)動(dòng)、鼓勵(lì)全體員工的積極性，為實(shí)現(xiàn)組織目標(biāo)做到全員參與、改良、學(xué)習(xí)和創(chuàng)新。4、誠(chéng)信自律，保護(hù)股東和其他利益相關(guān)方的權(quán)益。5、以自己的道德行為和個(gè)人魅力起到典范作用，形成領(lǐng)導(dǎo)的權(quán)威和員工對(duì)組織的忠誠(chéng)，帶著全體員工克服困難，實(shí)現(xiàn)目標(biāo)。二、以顧客為導(dǎo)向追求卓越1、組織的產(chǎn)品、效勞質(zhì)量是由顧客和市場(chǎng)來(lái)評(píng)價(jià)

2、的2、為顧客創(chuàng)造價(jià)值，建立穩(wěn)定的顧客關(guān)系，增進(jìn)顧客滿意和忠誠(chéng)3、既要了解顧客今天的需求，也要預(yù)測(cè)顧客未來(lái)的需求4、盡可能做到零缺陷，對(duì)偶爾出現(xiàn)的失誤要迅速、熱情處理好，將顧客的不滿意降到最低，并驅(qū)動(dòng)改良和創(chuàng)新5、為顧客提供個(gè)性化和有特色的產(chǎn)品、效勞6、對(duì)顧客需求變化和滿意度保持敏感性，增強(qiáng)市場(chǎng)應(yīng)變能力三、培育學(xué)習(xí)型組織和個(gè)人1、組織和個(gè)人要不斷學(xué)習(xí)新思想、新方法，以持續(xù)改良，適應(yīng)新的開展變化2、培訓(xùn)是組織對(duì)員工成長(zhǎng)的一種投資，而且是高回報(bào)的投資3、學(xué)習(xí)不應(yīng)再作為額外的工作，而成為員工日常工作的一局部4、學(xué)習(xí)內(nèi)容不僅限于技能和崗位培訓(xùn)，還應(yīng)包括意識(shí)教育、研究開發(fā)、顧客需求研究、最正確工作方法和標(biāo)

3、桿學(xué)習(xí)5、開展互相學(xué)習(xí)和經(jīng)驗(yàn)交流，在組織內(nèi)部做到知識(shí)共享KMS6、強(qiáng)調(diào)學(xué)習(xí)的有效性四、尊重員工和合作伙伴1、在內(nèi)部，要提高員工滿意度：對(duì)員工的承諾、保障及與工會(huì)的合作；創(chuàng)造公平競(jìng)爭(zhēng)環(huán)境；對(duì)優(yōu)秀員工的認(rèn)可；為員工提供開展時(shí)機(jī)；在企業(yè)內(nèi)做到知識(shí)共享，幫助員工實(shí)現(xiàn)目標(biāo)；營(yíng)造一個(gè)鼓勵(lì)員工迎接挑戰(zhàn)的環(huán)境2、在外部，與顧客、供給商、銀行、社會(huì)團(tuán)體等建立戰(zhàn)略聯(lián)盟與合作伙伴關(guān)系3、建立戰(zhàn)略合作伙伴關(guān)系的原那么是：實(shí)現(xiàn)互利和優(yōu)勢(shì)互補(bǔ)，增強(qiáng)雙方實(shí)力和獲利能力4、成功的內(nèi)部和外部合作伙伴關(guān)系應(yīng)建立長(zhǎng)遠(yuǎn)的戰(zhàn)略目標(biāo)，從制度和渠道上保證做到互相溝通，共同認(rèn)識(shí)取得成功的關(guān)鍵要求五、靈活性和快速反響1、電子商務(wù)的出現(xiàn)縮短了貿(mào)

4、易距離和時(shí)間2、為了實(shí)現(xiàn)快速反響，要縮短產(chǎn)品更新周期和產(chǎn)品、效勞的生產(chǎn)周期，精簡(jiǎn)機(jī)構(gòu)和簡(jiǎn)化工作程序，實(shí)施同步工程和業(yè)務(wù)流程再造BPR3、為了滿足全球市場(chǎng)、顧客多樣化需求，不能滿足于簡(jiǎn)單的“按規(guī)定辦事、“按標(biāo)準(zhǔn)生產(chǎn)，還要有更多的靈活性4、培養(yǎng)掌握多種能力的員工更為重要，以便勝任工作崗位和任務(wù)變化的需要5、時(shí)間將成為非常重要的指標(biāo)，時(shí)間的改良會(huì)推動(dòng)組織質(zhì)量、本錢和效率方面的改良六、關(guān)注未來(lái)1、持續(xù)增長(zhǎng)和市場(chǎng)領(lǐng)先地位能給利益相關(guān)方以長(zhǎng)期信心2、要制定組織的開展戰(zhàn)略，分析和預(yù)測(cè)影響組織開展的各種因素3、根據(jù)組織確定的戰(zhàn)略目標(biāo)，制定中長(zhǎng)期、短期方案，并配置所需的資源，保證戰(zhàn)略目標(biāo)的實(shí)現(xiàn)4、為了追求組織持

5、續(xù)、穩(wěn)定的開展，要重視與員工和供給商的同步開展聯(lián)盟與合作七、創(chuàng)新的管理1、創(chuàng)新是對(duì)產(chǎn)品、效勞和過(guò)程的富有意義的變革，為組織帶來(lái)新的績(jī)效，為利益相關(guān)方創(chuàng)造新的價(jià)值2、創(chuàng)新不僅僅局限于研究開發(fā)部門的技術(shù)和產(chǎn)品創(chuàng)新，管理創(chuàng)新也很重要。管理創(chuàng)新包括：思想觀念、組織機(jī)構(gòu)、運(yùn)行機(jī)制和業(yè)務(wù)流程等多方面的創(chuàng)新3、應(yīng)領(lǐng)導(dǎo)和管理創(chuàng)新，使之融入到日常工作中，成為組織文化的一局部，促使全體員工積極地參與變革危機(jī)意識(shí)，管理變革風(fēng)險(xiǎn)管理，接受變革能夠容忍失敗八、基于事實(shí)的管理1、組織依賴于績(jī)效的測(cè)量和分析2、績(jī)效測(cè)量指標(biāo)應(yīng)與組織的方向、戰(zhàn)略保持一致本身也要評(píng)價(jià)和改良，應(yīng)反映顧客滿意、運(yùn)行過(guò)程和財(cái)務(wù)績(jī)效情況并導(dǎo)致其改良3、

6、績(jī)效測(cè)量所依據(jù)的數(shù)據(jù)和信息必須真實(shí)、可靠，應(yīng)包括顧客、產(chǎn)品和效勞的績(jī)效；運(yùn)作、市場(chǎng)和競(jìng)爭(zhēng)績(jī)效的比照，供給商、員工、本錢和財(cái)務(wù)績(jī)效4、對(duì)數(shù)據(jù)、信息進(jìn)行趨勢(shì)、差距和因果分析，采取措施進(jìn)行改良PDCA5、分析支持多樣性的用途：籌劃、績(jī)效評(píng)審、運(yùn)作改良、變革管理、與競(jìng)爭(zhēng)對(duì)手或標(biāo)桿的績(jī)效比照九、社會(huì)責(zé)任與公民義務(wù)1、組織的領(lǐng)導(dǎo)應(yīng)對(duì)社會(huì)負(fù)有責(zé)任，盡好公民義務(wù)2、公共責(zé)任要求組織遵守職業(yè)道德，保護(hù)公共健康、平安和環(huán)境，節(jié)約資源和預(yù)防污染3、應(yīng)從產(chǎn)品設(shè)計(jì)開始就考慮到環(huán)境、資源和平安等方面的要求4、不能僅滿足于法規(guī)要求，應(yīng)注重持續(xù)改良、超越標(biāo)準(zhǔn)5、公民義務(wù)是指在資源許可條件下，積極從事公益事業(yè)，在社會(huì)活動(dòng)中起到

7、引導(dǎo)和支持作用取之于民、用之于民十、重在結(jié)果及創(chuàng)造價(jià)值1、經(jīng)營(yíng)結(jié)果是評(píng)價(jià)組織績(jī)效的重點(diǎn)2、要為利益相關(guān)方顧客、股東、員工、供給商和社會(huì)創(chuàng)造平衡的價(jià)值，處理好短期、長(zhǎng)期目標(biāo)的關(guān)系3、經(jīng)營(yíng)結(jié)果不限于銷售額和利潤(rùn)，包括：以顧客為中心的結(jié)果、產(chǎn)品和效勞結(jié)果、財(cái)務(wù)和市場(chǎng)結(jié)果、人力資源結(jié)果、組織有效性結(jié)果、組織自律和社會(huì)責(zé)任結(jié)果4、“結(jié)果應(yīng)是有“因之果，是“方法展開的結(jié)果；“方法展開的成熟度如何要看“結(jié)果；“方法展開的改良應(yīng)以“結(jié)果為導(dǎo)向十一、系統(tǒng)的觀點(diǎn)1、卓越績(jī)效模式：以系統(tǒng)的思維來(lái)管理整個(gè)組織，取得卓越績(jī)效。2、系統(tǒng)綜合、一致、整合：-綜合意味著把組織看成一個(gè)整體，建立于關(guān)鍵的經(jīng)營(yíng)要求，包括戰(zhàn)略目標(biāo)和

8、行動(dòng)方案整體-一致意味著鏈接標(biāo)準(zhǔn)要求，確保方案、過(guò)程、測(cè)量和措施的一致性縱向-整合意味著績(jī)效管理體系中的各獨(dú)立局部以充分相連的方法運(yùn)作橫向3、系統(tǒng)的觀點(diǎn)在質(zhì)量獎(jiǎng)標(biāo)準(zhǔn)的框架圖中得到描述，包括：-高層領(lǐng)導(dǎo)重視戰(zhàn)略方向和顧客，基于經(jīng)營(yíng)結(jié)果來(lái)監(jiān)視、因應(yīng)和管理績(jī)效-運(yùn)用測(cè)量指標(biāo)，將關(guān)鍵戰(zhàn)略、關(guān)鍵過(guò)程相鏈接，并與資源配置一致，以改良整體績(jī)效，使顧客滿意。核心價(jià)值觀原文，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