Malcolm Baldrige Award

Applicability in B-schools

Submitted By:
Augustine Herbert (1021011)
Nikita Fernandes (1021047)
Amit Kumar (1021059)
Malcolm Baldrige National Quality Award
 It recognizes U.S. organizations in the business, health
care, education, and nonprofit sectors for performance
excellence of both public and private U.S. organizations
given by the President of the US.
 It is based at and managed by the National Institute of
Standards and Technology, an agency of the U.S.
Department of Commerce.
 Up to 18 awards may be given annually across six
eligibility categories—manufacturing, service, small
business, education, health care, and nonprofit.
 As of 2010, 91 organizations had received the award.
• The program and award were named for Malcolm
Baldrige who served as United States Secretary of
Commerce during the Reagan administration, from
1981 until Baldrige’s 1987 death in a rodeo
accident.
• In 2010, the program's name was changed to the
Baldrige Performance Excellence Program to
reflect the evolution of the field of quality from a
focus on product, service, and customer quality to
a broader, strategic focus on overall organizational
quality—called performance excellence
Criteria for Performance Excellence
The criteria work as an integrated framework for managing an
organization.
They help organization to align resources, improve communication,
productivity, and effectiveness and achieve strategic goals.
They are simply a set of questions focusing on critical aspects of
management that contribute to performance excellence:

◦ Leadership
◦ Strategic planning
◦ Customer focus
◦ Measurement, analysis and Knowledge Management
◦ Workforce focus
◦ Operational focus
◦ Result
 Organization Profile:
Environment Relationship & strategic situation .

Strategic Workforce
Planning focus
Results
Leadership

Customer Operational
focus focus

Measurement, analysis & knowledge mgt.

The Criteria serve two main purposes:

◦ Identify Baldrige Award recipients to serve as role

models for other organizations.

◦ Help organizations assess their improvement

efforts, diagnose their overall performance
management system, and identify their strengths
and opportunities for improvement.
1.) Leadership
 It examines how senior leaders’ personal actions guide
and sustain organization and also examines
organization’s governance system and how
organization fulfils its legal, ethical, and societal
responsibilities and supports its key communities.
 It answers the following questions:
◦ What are the Vision, values and mission.
◦ How to promote legal and ethical behaviour.
◦ How to create a sustainable organization.
◦ how organization fulfils social responsibilities.
2.) Strategic Planning
 This examines how organization develops strategic
objectives and action plans and also examines how
chosen strategic objectives and action plans are
implemented and changed if circumstances require,
and how progress is measured.
 It include answers to the following questions:
◦ What are Strategic planning
◦ What are Strategic objectives
◦ How these strategies are converted into action plans and are
implemented.
3.) Customer Focus
 This examines how organization engages its students
and stakeholders for long-term market success. This
engagement strategy includes how organization listens
to the voice of its customers (students and stakeholders),
builds customer relationships, and uses customer
information to improve and identify opportunities for
innovation.
 It include answers to the following questions:
◦ Student and Stakeholder Listening
◦ Determination of student and stakeholder satisfaction and
engagement.
◦ How to engage students and stakeholders to serve needs and
build relationship.
4.) Measurement, analysis and
Knowledge management
 It examines how organization selects, gathers, analyzes,
manages, and improves its data, information, and
knowledge assets and how it manages its information
technology. This category also examines how
organization uses review findings to improve its
performance
 It include answers to the following questions:
◦ Performance analysis.
◦ Performance management.
◦ Performance improvement.
◦ Managing information, organization knowledge and IT.
5.) Workforce focus
 This examines the ability to assess workforce capability and
capacity needs and build a workforce environment
conducive to high performance. This category also examines
how the organization engages, manages, and develops
workforce to utilize its full potential in alignment with
organization’s overall mission, strategy, and action plans.
 it describes:
◦ How the organization maintains a safe, secure, and supportive work
climate
◦ How to assess workforce capability and capacity needs, including
skills, competencies, and staffing levels?
◦ recruitment, hiring, placing, and retaining new members.
◦ how the organization engages, compensates, and rewards your
WORKFORCE to achieve high performance
6.) Operations Focus
 The operations focus category examines how an
organization designs, manages, and improves its work
systems and work processes to deliver student and
stakeholder value and achieve organizational success
and sustainability. Also examined is your readiness for
emergencies.
 It explains about the work system design and work
system management.
7.) Results
 The results category examines the organization’s
performance and improvement in all key areas—
student learning and process outcomes, customer-
focused outcomes, workforce-focused outcomes,
leadership and governance outcomes, and budgetary,
financial, and market outcomes. Performance levels are
examined relative to those of competitors and other
organizations with similar programs and services.
Eg.) Kenneth W. Monfort College of
Business (MCB).
 Leadership: it is built around a framework of systematic decision
making, organizational collaboration, and uniform commitment to
mission that adheres to a student-centered process framework. It
begins with student recruits and ends with graduates entering the
workforce, this framework provides a tool for leaders to focus
their energies on those key areas that create stakeholder value.

 Strategic Planning: Monfort college of business planning process

targets creation of an organizational environment focused on
excellence and a philosophy of continuous improvement.
Embedded within the College’s strategic framework is the
program strategy of high-touch, wide-tech, and professional
depth.
Student,
 Stakeholder, and Market Focus: MCB’s mission is focused o n a single-
minded purpose of identifying and satisfying of the needs of its primary
market. Its goal of delivering a high-quality education to its undergraduate
business students is the foundation underlying its entire strategic framework
and deployment.

Measurement, Analysis, and Knowledge Management: MCB’s mission, values,

and strategic plan serve as the framework for establishing its key performance
indicators (KPIs). MCB has established KPIs as its performance measures for
tracking overall organizational performance and guiding the College’s daily
operations. KPIs measure achievement, satisfaction, and quality across MCB’s
key stakeholder groups. Each KPI has stated one- and five-year measurable
goals that are reviewed annually to assess progress and opportunities for
improvement.
 Faculty focus: MCB’s faculty and staff have fully-embraced the
mission of excellence in undergraduate business education. The
majority of current faculty selected MCB as a place to build their
careers, based on this mission orientation.

 Results: MCB’s improvements in learning performance yielded

more than 20% of MCB students who now score in the top 10%,
and more than 10% of MCB seniors who score in the top 5%
nationally. Further, for 2003-04, more than 78% of MCB seniors
were above the national average for individual ETS results.
Why should B-Schools use the Education
Criteria for Performance Excellence?

• The Baldrige Criteria provide a comprehensive way to

achieve and sustain high performance across the entire
organization.
• The Baldrige Criteria address all key areas of running a
successful education organization and are compatible
with other performance improvement initiatives, such as
School Improvement Planning, ISO 9000, Lean, and Six
Sigma. 
 The Baldrige Criteria for Performance Excellence provide
a systems perspective for understanding performance
management. They reflect validated, leading-edge
management practices against which an organization can
measure itself. 
Baldrige Award helps to
 improve productivity
 Improve effectiveness
 pursue performance excellence
 The Criteria help education organizations achieve
and sustain the highest national levels of
• student learning outcomes
• customer satisfaction and engagement
• product and service outcomes, and process
efficiency
• workforce satisfaction and engagement
• budgetary, financial, and market results
• social responsibility
Thank You