Quality experts and Baldrige Award recipients agree that whether or not a company wins the coveted award, it gains countless benefits from going through the application process. In 1989, one unit at GTE applied for th...
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Quality experts and Baldrige Award recipients agree that whether or not a company wins the coveted award, it gains countless benefits from going through the application process. In 1989, one unit at GTE applied for the Baldrige. This article details the results of that process, as well as the company's ongoing pursuit of market-driven quality.
A set of 25 key performance indicators were developed to support managers and policy makers in assessing the performance of their program relative to others. The indicators cover four major areas: Revenue mix, client ...
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A set of 25 key performance indicators were developed to support managers and policy makers in assessing the performance of their program relative to others. The indicators cover four major areas: Revenue mix, client mix, staff mix, and service mix. Comparisons can be made among programs within or across a state or region, or among programs of similar circumstances (e.g., urban or rural).
Factors intrinsic to many programs, such as ambiguously stated objectives, inadequately defined performance measures, and incomplete or unreliable databases, often conspire to limit the evaluability of these programs....
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Factors intrinsic to many programs, such as ambiguously stated objectives, inadequately defined performance measures, and incomplete or unreliable databases, often conspire to limit the evaluability of these programs. Current evaluation planning approaches are somewhat constrained in their ability to overcome these obstacles and to achieve full preparedness for evaluation. In this paper, the concept of evaluation readiness is introduced as a complement to other evaluation planning approaches, most notably that of evaluability assessment. The basic products of evaluation readiness—the formal program definition and the data inventory framework—are described, along with a guide for assuring more timely and appropriate evaluation response capability to support the decision making needs of program managers. The utility of evaluation readiness for program planning, as well as for effective management, is also discussed.
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