What are the implications of using criteria such as baldrige

Reference no: EM131251487

Guidelines:

Please read the attached material for the two different parts of the question. Provide between 150 to 300 words count for each part.

Please see the attached articles for the question parts.

1. What are the implications of using criteria, such as Baldrige, in assessing organizational culture needs? Explain.

Reference:

Badri, M.A. Selim, H., Alshare, K., Grandon, E., Younis, H. & Abdulla, M. (2006). The Baldrige Education Criteria for Performance Excellence Framework: Empirical and Validation. Journal of Quality & Reliability Management, 23(9), 1118-1157.

Cook, R. A. & Rousseau, D.M. (1988). Behavioral Norms and Expectations: A Quantitative Approach to the Assessment of Organizational Culture. Group & Organization Studies, 13(3), 245-273.

Suderman, J. (2012). Using the Organizational Culture Assessment (OCAI) as a Tool for New Team Development. Journal of Practical Consulting, 4(10), 52-58.

2. Brief discussion of my organization is included. Outline how it should systematically collect and analyze data on its organizational leadership.

Organization: Office of Business Conducts, Internal Controls, Compliance & Ethics is responsible for developing and leading its compliance division in the organization, including supervising the region investigations group, overseeing fraud, waste, and abuse functions. Provide training, education programs, and case management as well as data privacy, third party management programs and overseeing a regional-based team of compliance officers. Areas include contract, budget, personnel, and planning management. Develops, maintain and monitor compliance and business processes and policies.

Leadership styles include transformational, laissez-faire, servant, and autocratic.

Division structure: divided in teams with each team having two supervisors (alpha and bravo) for each area (i.e. contract, budget, personnel, ethics, compliance, and planning management). One main director and two assistant directors.

References:

Evans, J.M., Grudniewicz, A., Baker, G.R. &Wodchis, W.P. (2006). Organizational Context and Capabilities for Integrating Care: Framework for Improvement. International Journal of Integrated Care, 16(3), 1-14.

Smith, B.N., Montagno, R.V. &Kuzmenko, T.N. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership & Organizational Studies, 10(4), 80-91.

Articles: 1. Organizational Context and Capabilities for Integrating Care: A Framework for Improvement by Jenna M. Evans*, Agnes Grudniewicz†, G. Ross Baker‡and Walter P. Wodchis§

2. Behavioral Norms and Expectations A QUANTITATIVE APPROACH TO THE ASSESSMENT OF ORGANIZATIONAL CULTURE by ROBERT A. COOKE University of Illinois at Chicago, DENISE M. ROUSSEAU Northwestern University

3. Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development by Jeff Suderman Regent University

4. The Baldrige Education Criteria for Performance Excellence Framework Author: Masood Abdulla Badri; Selim, Hassan; Alshare, Khaled; Grandon, Elizabeth E; Younis, Hassan; Abdulla, Mohammed

5. Transformational and Servant Leadership: Content and Contextual Comparisons by Brien N. Smith Ray V. Montagno Tatiana N. Kuzmenko Ball State University, Muncie, IN.

Reference no: EM131251487

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