Prof.Dr. Helmut Klages CAF past Self-Assessment Possible Paths of Development Rome, November seventeenth 2003

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Prof.Dr. Helmut Klages

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Prof.Dr. Helmut Klages „ CAF past Self-Assessment – Possible Paths of Development" Rome, November seventeenth 2003

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CAF past Self-Assessment – Possible Paths of Development Transition to more advanced models Self-Assess-ment Benchmarking Proceeding to consequent Stages of the TQM - Process

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A Subjective Assessment of the three Possible Paths of Development Transition to more complex models: The first idea. Had its time as legitimizing belief system! Benchmarking: Everybody talks about it - with great reasons! Continuing to resulting phases of the TOM-Process: The most encouraging looking dozing magnificence!

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Why is ‚Proceeding to Subsequent Stages of the TQM-Process' looking generally Promising? It presents itself as a ‚natural' choice; it guarantees instantly accessible results (brisk wins); it is simple; it is hence a most fulfilling and highly recommendable alternative!

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Why is Proceeding to the resulting phases of the TQM-Process a ‚natural' alternative? The fundamental example of the TOM-Process is the administration cycle; (Self-) appraisal, i.e. the prompt worry of the CAF, is one of its crucial components.

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Basic Scheme of the Management Cycle Vision, & Mission Statement (Self-) Assessment of nature of empowering agents and results Learning Evaluation of process and results Goal setting Conceptualisation and implementationof measures

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Just for Recollection: Questions to Ans-wer in the Course of the Manag.- Cycle Vision/Mission Statement: Where would we like to go? (Self-) Assessment: Where are we at this moment? Objective Setting: What must be done to excel? Conceptualisation and usage of measures: How would we be able to isn't that right? Assessment of procedures and results: What have we finished? Realizing: How would we be able to enhance moreover?

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Consequences to be Drawn: 1. Whenenever we hone CAF, we enter - energetically or not - the Management cycle; continuing from CAF to the accompanying phases of the administration cycle intends to profit by an understood alternative; deserting this shot intends to waste vitality and cash.

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Consequences to be Drawn (2): 2. (Self-)Evaluation is a fundamental component of the administration cycle & a great beginning stage. Taking after the way of the administration cycle does not really mean to go straithforward down the line, in any case.

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Consequences to be Drawn (3) Explanation : The information getting from the CAF (answers to the question ‚Where are we at this moment?') empowers us to take a gander at an exhaustive ‚profile' of solid focuses and - what's more vital - powerless purposes of the organiza-tion. We should decide, in any case, con-cerning their importance , before we can know, what we need to do (= objective setting)!

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Consequences to be Drawn (4): as it were, we should set important needs, before we can get to objectives! In any case, in what manner might we do this?

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Consequences to be Drawn (5): The most basic method for setting needs is by all accounts, to check the scores that outcome from the self-evaluation process, to choose the most remarkable powerless focuses, and to recognize them as objectives. The rationale be-rear this would be, to set objectives where the most noticeable ‚urgencies' are.

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Consequences to be Drawn(6): The minor introduction to ‚urgencies' leaves, notwithstanding, no space for the ori-entation to things which are imperative as far as dreams & missions . Need setting must be sorted out in a way that thinks about dreams & missions!

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Consequences to be Drawn (7): This should be possible in two distinctive ways: 1. By weighting the scores that outcome from the self-appraisal on the premise of previous vision-& statements of purpose.

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Consequences to be Drawn (8): 2. Where no vision-&missions-explanations are existent: By backpedaling, to start with, to the underlying phase of the administration cycle (vision & statement of purpose = reply to the question ‚Where would we like to go?), by finishing this progression, and by after-words weighting the scores that are profit capable from the self-evaluation.

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Operational Supplementation The progress to objective setting on the premise of prior vision&mission-explanations can be sought after by the self-appraisal group itself (perhaps furnished with some more individuals from the official levels); The progress to objective setting through the establis-hment of visions&missions presupposes the setting-up of a unique gathering .

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Operational Supplementation (2) The strategies of an exceptional objective setting gathering can be particularly similar self-evaluation (2-stage aggregate rating process, same size of gathering) However: Different arrangement important (enlar-ged portrayal of official levels, notwith-standing after formal board-decisionmaking!) But: Participation + solid position of individuals from the self-appraisal bunch compulsory (data exchange !)

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Operational Supplementation (3) The accompanying stride (conceptualization of measures ) can be started by the past group (self-survey ment amass/objective setting bunch). Example of Procedure: on the premise of the self-as-sessment process. New errand task: improvement of a ‚master arrange'. Determination of the ground breaking strategy: set-up of functio-nally characterized sub-bunches!

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Evaluation Proceeding further into the administration cycle intends to set up a ‚normal' extend structure, and to rehearse ‚normal' extend administration (extend controlling included). A first definitive point is, nonetheless, that the entire grouping of exercises advances ‚or-ganically' out of the appraisal procedure.

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Evaluation (2) A moment conclusive point : The fundamental procedural example is kept up through the entire arrangement. This implies - in addition to other things - that the strategy lays on a continuos procedure of ‚interlinked cooperation' of the general population inside the association!

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A more than ‚diplomatic' address stays to be addressed What about different ways to deal with TQM like BSC, Strategic Controlling, Business Process Reingeneering and so on.? It is safe to say that they are rivaling the ‚extended' CAF? Or, then again would they be able to be joined with it?

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The piece of information to the correct answer is, that all these methodologies are taking after an indistinguishable sensible example from CAF: They all rest upon the administration cycle . They all speak to ways to deal with its imple-mentation, which vary in some regard. In light of this essential character they all can be consolidated with the CAF, whereby enhancements might be normal.

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BSC as a Particularly Interesting Example: Vision, Mission Statement 2. (Self-) Assessment of nature of procedures and results Learning Evaluation of process and results 3. Conceptuali-sation and implementationof measures 1. Objective setting

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Strong Points of the CAF: Organized evaluation of the genuine condition of empowering influences and results; Assessment on the premise of expounded (and adjusted!) plan of markers; A comparision of the two methodologies uncovers solid focuses on both sides

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Strong Points of the BSC: course of action for the examination of interdepen-dencies amongst objectives and measures  sorted out determination of effective measures game plan for expansion of investigation to the level of sub-units A comparision of the two methodologies uncovers solid focuses on both sides (2)

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Obviously an enhancement procedure presents itself that comprises in consolidating the solid purposes of both methodologies. (A blend of the entire frameworks may make redun-dancy!). The outcome can be ‚CAF Plus' or ‚BSC Plus', subject to where the beginning stage is arranged.

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A Short depiction of CAF Plus Vision, & Mission Statement Learning (Self-) Assessment of nature of procedures and results Evaluation of process and results (Assessment II) Goal setting Organized Selection and implementationof measures Analysis of interde-pendencies amongst objectives and measures

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The Advantages of CAF Plus (in Comparision to a simply ‚extended' CAF) 1. The unequivocal yet troublesome stride from objective setting to the conceptualization of measures is furnished with a tried procedure (relevance of exceptional virtual products, for example HERAKLIT!)

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The Advantages of CAF Plus in Comparision to an only ‚extended' CAF 2. Examination of connections amongst objectives and conceivable measures as far as proficiency and (cost-) adequacy is made conceivable;

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The Advantages of CAF Plus in Comparision to a simply ‚extended' CAF 3. A Selection of measures is made conceivable on the premise of result-orien-ted markers.

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The Combination of CAF and BSC is just a case. Comparative Combinations are conceivable amongst CAF and Strategic Controlling, or BSC and Strategic Controlling, or EFQM and BSC, and so forth!

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The advancement of incidental blends of components of the administration cycle with covering ascribes and abilities is by all accounts common for the current circumstance. Rivalry between various methodologies is in question. CAF has great shots to get by, as well as to be (one of) the champion(s)!

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Summing up the Pros: Going from CAF to further phases of the administration cycle opens the path toward an incorporated approach with the accompanying qualities: Cooperation on a somewhat basic, ease level, Activating the inspiration and ‚latent information' of the general population in the association, Using present day administration methods and innovations of basic leadership, Enabling the association to work as a consistently learning and enhancing framework.

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Thank you for your consideration! Contact and additional data: Prof. Dr. Helmut Klages German University of Administrative Sciences Speyer Freiherr-vom-Stein-Str. 2 D - 67346 Speyer Germany Tel.: +49 (0) 6232/654-252 E-Mail: kl