Content uploaded by Héctor Formento
Author content
All content in this area was uploaded by Héctor Formento on Jul 25, 2015
Content may be subject to copyright.
A preview of the PDF is not available
SMEs management diagnosis (diagnóstico para pequeñas y medianas empresas)
Abstract
This work shows the construction of a model of organizational diagnosis applicable the scene of Argentine SMEs and capable of generating results that identify the keys to a proper plan of organizational intervention.Este trabajo muestra la construcción de un modelo de diagnóstico organizacional aplicable al escenario de las PyMEs Argentinas y capaz de generar resultados que permitan identificar las claves para un adecuado plan de intervención organizacional.
ResearchGate has not been able to resolve any citations for this publication.
The manufacturing industry has supplied many quality-improvement methodologies that have been successfully utilized in health-care delivery, such as Plan-Do-Study-Act (PDSA) cycles, Total Quality Management, Six Sigma, and Lean.
➢ Many tools of quality improvement, such as PDSA cycles and DMAIC (Design-Measure-Analyze-Improve-Control) of the Six Sigma method, are similar to the scientific method that is familiar to clinicians.
➢ Correct identification of the sources and types of process variation within a system is paramount for process improvement.
➢ Reduction in process variation via standardization and reinforcement of process protocols leads to improved process outcomes.
➢ Quality-improvement projects should define a clear governance structure to maintain project timeliness and completion.
We have identified and characterized notable differences between the value-crea- tion models of the European Foundation for Quality Management (EFQM) and Baldrige Quality Award (BQA). Specifically, we observe that the two models, despite sharing a common goal of identifying and measuring the firm characteristics associated with the process of value creation, propose very different descriptions and weightings of the elements of that process. The EFQM model places much more emphasis on tactical issues relating to the diffusion and imple- mentation of strategy and the monitoring of customer, employee and society results, while the BQA model emphasizes the development of strategy and the reporting and analysis of business (financial) results. We discuss these differences in light of the differing socioeconomic environ- ments of Europe and the United States and conclude that, given these differing environments, the two models are well suited to helping their respective constituencies achieve their common objective of value creation.
This text focuses on the use of organisation development, which is a process that applies behavioural science knowledge and practices to help organisations achieve greater effectiveness. Other paradigms, including organisation tranformation, are also discussed in order to give a balanced perspective on the challenges of being an agent. <br /
