Malcolm Baldrige kualitas nasional penghargaan, yang esteblished pada  translation - Malcolm Baldrige kualitas nasional penghargaan, yang esteblished pada  English how to say

Malcolm Baldrige kualitas nasional

Malcolm Baldrige kualitas nasional penghargaan, yang esteblished pada tahun 1987 oleh Hukum Publik 100-10 dan masuk ke emect oleh Presiden Ronald Reagan, inds pernah sebagai katalis utama untuk mengubah bisnis AS. The Baldrige Award diberikan oleh Presiden Amerika Serikat untuk manufaktur dan jasa usaha, kecil dan besar, Penerima organisasi penghargaan ini. dan, sejak tahun 1999, untuk pendidikan dan kesehatan harus dinilai luar biasa dalam tujuh bidang: kepemimpinan, perencanaan strategis, informasi pelanggan dan analisis, fokus sumber daya manusia, proses dan fokus pasar, manajemen dan bisnis hasil (NIST, 2002) Penghargaan, yang banyak lihat sebagai mesin yang berbahan bakar kepentingan bangsa dalam kepuasan kualitas, diciptakan untuk menghentikan US.loss pangsa pasar untuk produsen asing dan pelanggan pada 1980-an. Banyak produsen AS selama tahun 1980 telah memulai kampanye pemotongan biaya hanya untuk menyadari bahwa strategi ini telah jauh melemah contoh mereka, perusahaan yang memberhentikan pekerja menyadari bahwa tidak hanya kemampuan semangat dan motivasi antara karyawan yang tersisa mengalami penurunan, namun tingkat juga lebih rendah layanan pelanggan dan pengurangan ide-ide inovatif dan produk telah terjadi. Skinner (1986) mengacu pada fenomena ini sebagai paradoks produktivitas. Tidak butuh waktu lama bagi perusahaan-perusahaan ini untuk menyadari bahwa cara yang jauh lebih efektif untuk bersaing dalam bisnis AS. Juga, karena pemenang Baldwin diwajibkan oleh hukum untuk berbagi pengalaman mereka secara terbuka, tujuan lain dari penghargaan ini adalah untuk memberikan ide-ide dan strategi untuk perusahaan-perusahaan AS lainnya yang mencari cara untuk meningkatkan kualitas produk. Penghargaan ini mencerminkan tidak hanya taksonomi yang jelas tentang prinsip-prinsip manajemen mutu, tetapi juga, menurut Garvin (1991), menyediakan perusahaan dengan "kerangka kerja yang komprehensif untuk menilai kemajuan mereka menuju paradigma baru pengelolaan dan seperti tujuan umum diakui sebagai kepuasan pelanggan dan peningkatan keterlibatan karyawan. " The Baldrige Award, bagaimanapun, bukan tanpa kontroversi. Memang, agak mengejutkan bahwa penghargaan dengan tujuan akal sehat dan idealis seperti akan datang di bawah api berat seperti dan kritik intens. Perdebatan semakin intens ini, pada beberapa isu seputar manfaat dan biaya dari penghargaan, telah berpilar profesional industri di kedua sisi pulau tersebut. Di satu sisi para pemimpin perdebatan dan investasi akademik kritikus Award mengutip tiga masalah utama. Satu, itu memerlukan besar menyebabkan beberapa untuk mengklaim bahwa penghargaan dapat dibeli. kritikus umumnya mengutip Xerox, pemenang tahun 1989, dan Corning, 1989 finalis, karena belanja, masing-masing dan
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Malcolm Baldrige National quality award, which was esteblished in 1987 by public law 100-10 and into the emect by President Ronald Reagan, never as the main catalyst of inds to transform US business. The Baldrige Award is given by the President of the United States for manufacturing and services businesses, small and large, the recipient of this award organization. and, since 1999, to education and health should be judged outstanding in seven areas: leadership, strategic planning, customer information and analysis, human resource focus, process and market focus, management and business results (NIST, 2002) Award, which many see as the machine that fueled the interest of the nation in satisfaction of quality, was created to stop the u.s. loss market share to foreign manufacturers and customers in the 1980s. The U.S. many manufacturers during the 1980s has started a cost-cutting campaign only to realize that the strategy This has been much weakened their example, companies that lay off workers realize that not only the ability of the spirit and motivation among the remaining employees has decreased, but also lower levels of customer service and a reduction in innovative ideas and products has occurred. Skinner (1986) refers to this phenomenon as the productivity paradox. It didn't take long for these companies to realize that a much more effective way to compete in a U.S. business. Also, since the winners Baldwin are required by law to share their experiences openly, another goal of this award is to give you ideas and strategies for other u.s. companies are looking for ways to improve the quality of the product. This award reflects not only a clear taxonomy on the principles of quality management, but also, according to Garvin (1991), provides the company with "a comprehensive framework to assess their progress toward a new paradigm of management and as a general purpose recognized as customer satisfaction and improved employee engagement." The Baldrige Award, however, is not without controversy. Indeed, it is somewhat surprising that the award with the aim of common sense and idealistic as it is coming under heavy fire as critics and intense. The increasingly intense debate, on several issues surrounding the benefits and costs of the award, has original industry professionals on both sides of the island. On the one hand the leaders debate and academic critics Award investment cite three major problems. One, it requires large led some to claim that the award can be purchased. Critics commonly cite Xerox, winner in 1989, and Corning, 1989 finalist, for shopping, each and
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Malcolm Baldrige national quality award, which esteblished in 1987 by Public Law 100-10 and into emect by President Ronald Reagan, inds ever as the major catalyst to change the US business. The Baldrige Award is given by the President of the United States to the manufacturing and service businesses, small and large, organizations Recipients of this award. and, since 1999, for education and health should be judged outstanding in seven areas: leadership, strategic planning, customer information and analysis, the focus of human resources, process and market focus, management and business results (NIST, 2002) awards, which many see as the engine that fueled the nation's interests in satisfaction of quality, created to stop US.loss market share to foreign manufacturers and customers in the 1980s. Many US producers during the 1980s has initiated cost-cutting campaign only to realize that this strategy has been considerably weakened their example, companies that lay off workers realize that not only the ability and motivation of the remaining employees has decreased, but the rate was also lower customer service and reduction of innovative ideas and products have occurred. Skinner (1986) refers to this phenomenon as a productivity paradox. It did not take long for these companies to realize that much more effective way to compete in the US business. Also, because the winner Baldwin is required by law to share their experiences openly, another goal of this award is to provide ideas and strategies for other US companies are looking for ways to improve product quality. This award reflects not only the taxonomic clear about the principles of quality management, but also, according to Garvin (1991), provides the company with "a comprehensive framework for assessing their progress towards a new paradigm of management and as a general purpose recognized as customer satisfaction and increased employee engagement. "The Baldrige Award, however, is not without controversy. Indeed, it is rather surprising that the award with the goal of common sense and idealistic as to come under such heavy fire and intense criticism. The increasingly intense debate, on several issues surrounding the benefits and costs of the awards, has pillared industry professionals on both sides of the island. On the one hand the leaders debates and academic investment Critics Award cited three major problems. One, it requires a major cause some to claim that the award can be purchased. critics generally quote Xerox, winner in 1989, and Corning, 1989 finalist, for shopping, respectively and
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