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The EFQM excellence model for Assessing Organizational Performance
The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organizations for the annual European Excellence Award . It is now the most widely used organizational assessment framework in Europe. Most users have no intention of applying to win awards; they use the framework and analysis techniques within the model as diagnostic tools that will help them to: assess the health of their organization, identify its strengths and areas for improvement and periodically measure progress identify and share good management practices, both internally and externally anticipate and target their desired results in tangible, measurable ways Whether you are a newcomer to ...
Evaluation and Quality Development
Previously published in German, Spanish and Chinese versions--Vid. p.7.
Managing for Results
"The text is designed to cater for all students studying the CIPD Managing for Results module as part of the recently introduced Leadership and Management Standards, as well as for students taking an introductory management module on a management, business or HR degree programme."--BOOK JACKET.
Assuring the Quality of Health Care in the European Union
People have always travelled within Europe for work and leisure, although never before with the current intensity. Now, however, they are travelling for many other reasons, including the quest for key services such as health care. Whatever the reason for travelling, one question they ask is "If I fall ill, will the health care I receive be of a high standard?" This book examines, for the first time, the systems that have been put in place in all of the European Union's 27 Member States. The picture it paints is mixed. Some have well developed systems, setting standards based on the best available evidence, monitoring the care provided, and taking action where it falls short. Others need to overcome significant obstacles.
Automotive Production Systems and Standardisation
In January 2000, Mercedes-Benz started to implement the Mercedes-Benz Prod- tion System (MPS) throughout its world-wide passenger car plants. This event is exemplary of a trend within the automotive industry: the creation and introduction of company-specific standardised production systems. It gradually emerged with the introduction of the Chrysler Operating System (COS) in the mid-1990s and represents a distinct step in the process towards implementing the universal pr- ciples of lean thinking as propagated by the MIT-study. For the academic field of industrial sociology and labour policy, the emergence of this trend seems to mark a new stage in the evolution of the debate about production systems in the auto- tive industry (Jürgens 2002:2), particularly as it seems to undermine the stand of the critics of the one-best way model (Boyer and Freyssenet 1995). The introduction of company-level standardised production systems marks the starting point of the present study. At the core of it is a case study about the M- cedes Benz Production System (MPS).
