珠宝行业波多里奇奖主题分析(ppt 125页)
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珠宝行业波多里奇奖主题分析目录：
主题1：业绩卓越奖的背景以及波多里奇奖的概况
主题2：波多里奇模式的核心价值
主题3：组织简介以及组织挑战
主题4：类、条款、区域以及特殊问题
主题5：基于波多里奇标准的自我评估和改进
主题6：如何实施波多里奇奖及如何编写自评报告
珠宝行业波多里奇奖主题分析内容提要：
波多里奇奖的出现：
Others, such as General Motors didn't understand this at all. GM's response was to "bet the farm" on a strategy of using technology to replace people, which proved to be a disastrous. Other companies became convinced that they were the victims of "dumping" and sought legislation that simply forced more efficient foreign companies to increase their margins by charging U.S. customers more.
其他公司，例如通用公司根本不理解这一举措，通用公司的反应是使用技术取代人的策略无疑是“把老本都赌上”，其后果是空前惨重的。其他公司也确信他们是“倾销”的受害者，并寻求法律途径向外国公司施压，通过控制更多的本土顾客以增加他们的收入。
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The Goals of Baldrige Award波多里奇奖的目标
The Criteria are designed to help organizations use an integrated approach to organizational performance management that results in设计本标准是为了帮助组织使用一种整合的方法进行组织业绩管理，从而：
- delivery of ever-improving value to customers,
不断提高向顾客交付的价值
- contributing to marketplace success
贡献于成功的市场开拓
- improvement of overall organizational effectiveness and capabilities
整个组织有效性和能力的提高
- organizational and personal learning
组织以及个人的学习
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The Baldrige Model for a world-class management system波多里奇世界一流管理体系模式
Built on core values 依据核心价值建立
Responsive to the uniqueness of any organization 响应组织的独特性(Organizational Profile组织介绍)
Structured framework- with linkages- drives
互相联系、互相推动的结构化的框架
Forces alignment of plans, actions, resources
强制计划、活动、资源的一贯化
Supported by 3-dimensional assessment process that considers approach, deployment, & results; a PDSA system of continuous cycles of improvement 由考虑到方法、拓展以及结果的3维评估过程支持，持续改进的 PDSA体系。
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