The malcolm baldrige


The system presently in Jenks Public School (JPS) is Malcolm Baldrige. JPS use this to establish the areas for improvement, staff training needs and JPS use this to planning their continuous improvement. The areas of improvement by JPS are about the student and the staff in JPS. In JPS, students look forward to school, students love to learn and teachers love to teach and the student's Academic Performance Index scores far exceeded national and state levels.

The JPS keep continuous this area about student improvement with the simply looking at the test score. This is shows the methods that JPS use to keep improvement in their JPS organizations towards to their customer there is a student. They measure the quality of education by using the test score. How they did the quality of education year by the year? From looking by per year, they can get the better performance for their school result. They improve in area of staff in JPS. This shows when the JPS district certified staff retention rate exceeded 94%, well above the national eight percent for that position. That's means the staff very loyalty to the organizations. The JPS have improved the management level as a result the staff can become a loyalty to organizations. An organization that truly values its employees must have people and processes in place to keep them engaged, satisfied, and loyal. []

The staff training needs in JPS, they can self assessment by looks at the work system, faculty and staff educations, training and more towards to the development of the knowledge the staff. By assessment the work systems, the JPS can recognize the systems that can be used in JPS to plan their staff training used the system. JPS look towards their staff educations because with the well educated staff they can able train their self and their positions in JPS. They can measure what their need in their positions. The training to get development in they are own selves to get more focus on their jobs in JPS.

For being continuous improvement in JPS, they can check all the systems that they use in JPS. The result from year to year can be defined to get the right methods to get improve in JPS organizations. They can use this form to measure by their own self.

Use this optional worksheet to list your key strengths and key opportunities for improvements (OFI). Start by identifying one or two strengths and one or two OFIs for each Criteria category. For those of high importance, establish a goal and a plan of action.


The students and the staff of JPS are the internal customer to the organizations. The internal customers are important to make sure the organizations can be go growth and success. Looking for that, the JPS district in which the community, school board and school administration are on the same page. The methods that have been used by JPS are more towards to the "CUSTOMER FOCUS".

Customer Needs

The student's needs and wants are being recognized by the JPS to get the repeat customer in future. The JPS district singing voices prove the arts have not been cut along with the budgets. To make sure the value money of customer are not waste, they tried to obvious at Curriculum Development meetings where administrators, teachers, and parents are involved in developing and aligning subject matter that will be taught in class. This is useful to recognize the expectations from customer to school.

The customer demand in type of their value of money and their others added value is too important to get the repeat customer. When the customer get their expectations and their demand are being fulfill so there are can be the loyal customer to the JPS. In this matter, JPS administrators, members of the Board of Education, and teachers brainstorm ways to maximize efficiency, increase effectiveness, and raise and save the money. With the meetings the solutions can be defined to recognize all the customer needs and wants from school.

The Staff of Jenks Public School

Then, they put the focus to their staff. They put a premium on continuing educations for its staff. They conduct the regular contracts with nationally recognized professionals to conduct seminars and workshops. This is to get quality staffs that have a lot of knowledge and also the experience. With those kinds of things students can get the excellent lesson from teachers to gain their education level. So, the students can get satisfactions from the JPS. More benefits that they can get from JPS is they use the technology tools for teaching and communicating including the fully equipped computer labs and video productions studios. This shows JPS very professional to conduct the lesson with the quality teacher and technology to their students.


I recommend the JPS to search and find the staff that have an experienced in education carrier and have a good background working. This is might be help JPS to improve the quality education. Student can get the excellent lesson and can help them to have a good result. JPS also can use survey question to distribute to all staff and to the students to asking their opinion and their suggestion about JPS. With this method JPS can more understand and defined very well about the customer needs towards JPS.


To measure their quality, JPS use a teaming and partnering extends not only into community but also into the world through student and teacher exchange programs with schools in Chengdu and Shenyang, China.

"But compared to the history of China, great strides have been taken in educating the people. By the end 1998, there were 1,022 universities and colleges in China with over 3 million students. Then there were 962 institutions geared towards adult education." based from this website This shows that China have a very excellent level of educations. With the exchange program can make the management of JPS search for the better quality to improve in JPS.

Community Partnership of Jenks Public School

JPS has received much acclaim for its innovative community partnership with Grace Living Center long term care facility. The Grace Living Center is the committed center for helping people. Statement from their website of commitment we are committed is to providing compassionate and dignified care to the people we serve, to working together with respect and understanding and to doing our very best. []. To make sure their systems of education are good, more than 25 of the home residents interact daily with the young children who pre-kindergarten classes held in the home. They use technology to develop this system.

Systems Documentation and Benchmarking

Based from case study, academic excellent is the norm in JPS. In the past five years, district has produced 68 National Merit semi-finalists, 64 National Merit finalists, and two Presidential Scholars. Thirty-seven percent of the class of 2004 demonstrated college level mastery with an Advanced Placement score of 3 or better. The national was 13 percent and no other Oklahoma district was higher than 21.5 percent. The JPS has a very quality systems in academic based from other school in Oklahoma. This results show the JPS is getting better before then.

The system that they use is teaming and partnering is successful towards the students. They learn new things when they are inside in community. With the exchange program, students can get new experience to study in new way. Students can exchange the idea with the students at that school, so who knows maybe JPS can exit with the new idea coming out to improve the quality level.

The quality level is better because the student from pre-kindergarten and kindergarten classes held in home. The kids interact with the people from kids. So, from at beginning, the kids learn to attract with the community and learn to give out their idea in live. When the kids learn from the beginning in the age their brain can catch up very fast and the way of their thinking is effective from other kids.


There are four scheme of quality management. There are Total Quality Management (TQM), European Foundation for Quality Management (EFQM), International Organization for Standardization (ISO) and Malcolm Baldrige. This four scheme are use for improve the quality management in any organization.

Total quality management (TQM)

Total quality management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes. "Quality" means "Meeting customer requirements" and equates to products, processes or services that are "Fit for purpose". []

TQM teach employee to responsible of the work that they have done. They must do with the quality that is required by organizations. The TQM is in addition involving the team work in organizations. They develop a team work to finish the work together. TQM is about the core concept of quality to beginning transformation processes, starting with initial design and on to working with raw materials to produce finished goods.

The quality of TQM has been testing during the final phases of a product, process or service. If defect were found additional costs were usually predictable. TQM's aim to "Get it right first time every time" avoids such costs.

The main point of TQM is doing the right thing for the first time and avoid any reduce cost of defect. This is to avoid the organization give lot money away to correct the defect cause. This point can educate the supplier too. To improve the quality in return increase the productivity by using a lower cost.

The organization management must use the eight of key elements to develop a TQM in their organization.

  1. Ethics - Ethics is the discipline concerned with good and bad in any situation. Every organization must be developing their own ethics to guide their employees to perform a good work with the high quality.
  2. Integrity - This is involved the moral and value of organizations toward to their customer. Whether there are internal or external customers. The both of customer must receive what they deserved to received.
  3. Trust - The trust among the management with their employees. Management must trust all the employees from the lower level employee until the top employees. The trust makes an organization cooperative. They need trust to solve the problems.
  4. Training - Organization have provide the training for all their employees to get the high productive from production. The top management has a responsible to develop a TQM in all departments in the organization. The management must use the TQM before implement to the employees. The training is for interpersonal skills of employee to have a ability to manage their teamwork. Training can make the team in organization more effective.
  5. Teamwork - Teamwork is important in organization to have a good cooperation among the employee. The teamwork can be successful is TQM have been implement in the organization. Teamwork is important to make the productivity efficient and be successful.
  6. Leadership - The leadership skill must have in the management. This is an important skill to manage their employee. The leader must understand how the TQM work in organizations. The leader must inspire their employee to work hard. The top of management must introduce the leadership skill to the manager or supervisor in the middle of management. They must implement the belief of TQM in the management.
  7. Communication - This is important in anywhere. Without communication, the organization can completely destroy. The productivity cannot produce with success. With communication all the information can be inform with the right way. The information must be sending and received by the right people to the right people. The sharing information about TQM process must be communicated by the management to the employee.
  8. Recognition - This is the final elements of the TQM process in the entire process of TQM. This recognition should be from employee and the team in organization. The entire organization must recognize their work and responsibility very well to make the quality of management success. The quality management must be performed by everyone in the organization to ensure the immediate action to be successful has been taken.
European Foundation for Quality Management (EFQM)

The European Foundation for Quality Management (EFQM ) is a membership based not for profit organization, created in 1988 by fourteen leading European businesses, with a Mission to be the driving force for sustainable excellence in Europe and a Vision of a world in which European organizations excel. The EFQM Excellence Model embeds these principles of Excellence in a framework that helps organizations assess their capabilities and strengths in order to achieve their particular goals. []

Concepts of the EFQM model
  • Results Orientation. The organization can achieve the result that can impress the stakeholders in the organization.
  • Customer Focus. The organization must entertain their customer need.
  • Leadership & Constancy of Purpose. Implement the skills of leadership to make an organization become powerful.
  • Management by Processes & Facts. Manage the organization through a set of interdependent and interrelated systems, processes and facts.
  • People Development & Involvement. Maximize the contribution of employees through their development and involvement.
  • Continuous Learning, Innovation & Improvement. Challenge the status quo and effecting change by using learning to create innovation and improvement opportunities.
  • Partnership Development. Develop and maintain value-adding partnerships.
  • Corporate Social Responsibility. Exceed the minimum regulatory framework in which the organization operates and to strive to understand and respond to the expectations of their stakeholders in society.

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Uses of EFQM

The EFQM model can be used for the following purposes:

  • To assess organizations. Thus identifying where to focus improvement activity.
  • Benchmarking.
  • Strategy reviews and creation.
  • Basis for applying for the European Quality Award and many national quality awards.

The main point of EFQM is use for human resources. They are focusing more on process development by people. The model is all about the human did. EFQM is quality management for human. Its implement all human characteristics to improve the quality. A key element of the Model is its use as an analytical tool for self-assessment, where organizations evaluation themselves. EFQM helps organizations identify areas for improvement. It is then possible to develop and implement improvement plans that deliver sustainable growth and improved performance for the organization. Self-Assessment will help you identify your organization's strengths and areas for improvement. EFQM is a framework or can be used as a diagnostic tool.

International Organization for Standardization (ISO)

ISO is a non-governmental organization that forms a bridge between the public and private sectors. On the one hand, many of its member institutes are part of the governmental structure of their countries, or are mandated by their government. On the other hand, other members have their roots uniquely in the private sector, having been set up by national partnerships of industry associations. []

Standards can be broadly sub-divided into three categories, namely product, process, and management standards. The first refers to characteristics related to quality and safety for example. Process standards refer to the conditions under which products and services are to be produced, packaged or refined. Management system standards assist organization to manage their operations. They are often used to help create a framework that then allows the organization to consistently achieve the requirements that are set out in product and process standards.

Stages of the development of International Standards

An International Standard is the result of an agreement between the member bodies of ISO. It may be used as such, or may be implemented through incorporation in national standards of different countries.

International Standards are developed by ISO technical committees (TC) and subcommittees (SC) by a six-step process

  • Stage 1: Proposal stage
  • The first step in the development of an International Standard is to confirm that a particular International Standard is needed. A new work item proposal (NP) is submitted for vote by the members of the relevant TC or SC to determine the inclusion of the work item in the programmed of work. The proposal is accepted if a majority of the P-members of the TC/SC votes in favor and if at least five P-members declare their commitment to participate actively in the project. At this stage a project leader responsible for the work item is normally appointed.

  • Stage 2: Preparatory stage
  • Usually, a working group of experts, the chairman (convener) of which is the project leader, is set up by the TC/SC for the preparation of a working draft. Successive working drafts may be considered until the working group is satisfied that it has developed the best technical solution to the problem being addressed. At this stage, the draft is forwarded to the working group's parent committee for the consensus-building phase.

  • Stage 3: Committee stage
  • As soon as a first committee draft is available, it is registered by the ISO Central Secretariat. It is distributed for comment and, if required, voting, by the P-members of the TC/SC. Successive committee drafts may be considered until consensus is reached on the technical content. Once consensus has been attained, the text is finalized for submission as a draft International Standard (DIS).

  • Stage 4: Enquiry stage
  • The draft International Standard (DIS) is circulated to all ISO member bodies by the ISO Central Secretariat for voting and comments within a period of five months. It is approved for submission as a final draft International Standard (FDIS) if a two-thirds majority of the P-members of the TC/SC are in favors and not more than one-quarter of the total number of votes cast are negative. If the approval criteria are not met, the text is returned to the originating TC/SC for further study and a revised document will again be circulated for voting and comment as a draft International Standard.

  • Stage 5: Approval stage
  • The final draft International Standard (FDIS) is circulated to all ISO member bodies by the ISO Central Secretariat for a final Yes/No vote within a period of two months. If technical comments are received during this period, they are no longer considered at this stage, but registered for consideration during a future revision of the International Standard. The text is approved as an International Standard if a two-thirds majority of the P-members of the TC/SC is in favor and not more than one-quarter of the total number of votes cast are negative. If these approval criteria are not met, the standard is referred back to the originating TC/SC for reconsideration in light of the technical reasons submitted in support of the negative votes received.

  • Stage 6: Publication stage

Once a final draft International Standard has been approved, only minor editorial changes, if and where necessary, are introduced into the final text. The final text is sent to the ISO Central Secretariat which publishes the International Standard.

System Approach of ISO

There are five sections in the standard that specify activities that need to be considered when you implement your system:

  • Overall requirements for the quality management system and documentation
  • Management responsibility, focus, policy, planning and objectives
  • Resource management and allocation
  • Product realization and process management, and
  • Measurement, monitoring, analysis and improvement.

The International Standard for Doping Control in sport is being processed in the first instance as an ISO/PAS, rather than as a fully fledged International Standard, because it represents a new area of activity for ISO, although sampling, test methods and requirements for accreditation of laboratories are subjects covered in ISO standards and guideline documents. Based from

ISO standards are documented rules and guidelines for implementing a quality system into your company. Specific technical specifications and/or other specific criteria may also be included depending on the standard you select.

The ISO 9001 standard is a model of a quality system, describing the processes and resources required for registration of a company's quality system. This ISO System diagram shows the management system and processes that are part of the ISO quality management standard. A brief summary of the key requirements is detailed below.

  • QMS - Document processes necessary to ensure product or service is of high quality and conforms to customer requirements.
  • Management Responsibility - Provide a vision. Show commitment. Focus on the customer. Define policy. Keep everyone informed.
  • Resource Management - Assign the right person to the job. Create and maintain positive workspace.
  • Product Realization - Clearly understand customer, product, legal and design requirements. Ensure specifications are followed. Check your suppliers.
  • Measurement, Analysis & Improvement - Identify current and potential problems. Monitor and measure customer satisfaction. Perform internal audits. Fix problems.

The Malcolm Baldrige National Quality Award is an annual award that recognizes U.S. organizations in the business, health care, education, and nonprofit sectors for performance excellence. It is administered by the Baldrige National Quality Program, which is based at and managed by the National Institute of Standards and Technology, an agency of the U.S. Department of Commerce. The Award promotes awareness of performance excellence as an increasingly important element in competitiveness and information sharing of successful performance strategies and the benefits derived from using these strategies.

Baldrige Criteria

The Baldrige criteria form an excellent model of Total Quality Management (TQM). The criteria are divided into seven key categories:

  1. Leadership
  2. Strategic Planning
  3. Customer Focus
  4. Measurement, Analysis, and Knowledge Management
  5. Workforce Focus
  6. Process Management
  7. Results

The main uses of the Baldrige Criteria for Performance Excellence are education and organizational self-assessment and self-improvement. In addition, the Criteria have the following three roles in strengthening U.S. competitiveness:

  • To help improve organizational performance practices, capabilities, and results
  • To facilitate communication and sharing of information on best practices among U.S. organizations of all types
  • To serve as a working tool for understanding and managing performance and for guiding planning and opportunities for learning

The Baldrige Criteria for Performance Excellence provide organizations with an integrated approach to organizational performance management that results in

  • delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability
  • improvement of overall organizational effectiveness and capabilities
  • organizational and personal learning

The following three sector-specific versions of the Criteria, which are revised every two years, are available for free from the Baldrige National Quality Program:

  • Criteria for Performance Excellence
  • Education Criteria for Performance Excellence
  • Healthcare Criteria for Performance Excellence

The Jenks Public School adopted the Malcolm Baldrige as a quality scheme in their management. The rationale adopted Malcolm Baldrige is for improve the quality and performance in education. This organization provides education for their consumer and customer. Because of their service, they use this scheme of quality. If look at the criteria of Malcolm Baldrige, the criteria is involve the employee, organization, stakeholders and the customer. It is complete for the organization to adopt this quality scheme. To improve the quality, the management must have the leadership ability to manage their organization to success with achieve the goal. The main point is Jenks more focus towards the service they provide. All of these concepts blend nicely with the Baldrige Program with one critical exception, traditional leadership models call more for an ad hoc approach to resolving a distinct issue. The Baldrige criteria demand a permanent commitment and data that demonstrate continuous improvement. In other words, the Baldrige criteria process becomes part of the culture, not a temporary or a quick fix to an issue.


Example Organization use TQM, Bank of America

Using Six Sigma in Banking

Bank of America is a large, complex organization with high goals to be #1 in customer satisfaction, the world's most admired company and the world's largest bank. To achieve these goals, the Bank recognized the need for an enterprise-wide quality system that focused on customer needs and key business strategies. To execute its quality system, Bank of America favored rapid deployment across the company for complete enculturation.

Bank of America's Three-Point Plan

Bank of America's three-point plan called for the company to focus its efforts, enable high quality and generate results. To execute its plan, the Bank took the following steps:

  • Focused the company on the customer by organizing around customer segments and aligned the company top to bottom, linking performance plans to strategic goals.
  • Developed business process excellence by applying voice of the customer to identify and engineer the critical few business processes.
  • Built a capable workforce by hiring more than 225 external Six Sigma master Black Belts and Black Belts, using Six Sigma across businesses, eliminating waste and variation/errors in core processes, and driving revenue growth by expanding Six Sigma into sales environments.

In its first two years, Bank of America's quality system has achieved the following results:

  • The CEO and executive team contributed $75 million in Six Sigma annualized productivity benefits.
  • Customer delight was improved by 20%, and the Bank added 2.3 million customer households.
  • 1.3 million Fewer customer households experienced problems - down 29%.
  • Stock value increased by 52%.
  • Bank of America has had ten quarters of increasing earnings per share - up 29% since 2002.
  • 2002: Bank of America named Best Bank in the US and Euromoney's World's Most Improved Bank.
Example Company Use EFQM in Organization,


The social firm CarMen gGmbH (Caritas for persons without a job, CarMen) was established as a company for employment and integration in 2003. Together with its predecessor, "Proju", which was founded 1984, CarMen looks back to over 20 years experiences in the field of job integration and employment of jobless people.

Using the EFQM structure for a report works

Proju, a project for jobless adolescents, provided projects for job-seekers and social welfare beneficiaries. CarMen additionally offers special working occasions called one-euro jobs for unemployed persons who are on supplementary benefit. CarMen employs 15 able-bodied and 15 disabled people, 12 expert trainers, 5 pedagogical workers and 4 trainees in gardening, caretaking and home economics. It also provides training for problematic adolescents.


Quality management has been introduced quite recently at CarMen. The main topic in the Equal Community Initiative for CarMen has been to establish a quality management system on the basis of the EFQM Excellence Model. CarMen develops quality standards together with the entire staff according to the EFQM criteria in order to improve the organization's key competences and economic independence. The performance improvement is based on principles of transparency through team work involving all employees as well as team responsibility. Therefore, the quality management systems need to design as simple and comprehensible as possible. Everyone should be able to understand these systems.

In order to demonstrate its continuous improvement activities to the main stakeholders, CarMen has produced an annual quality management report according the EFQM criteria providing a presentation of the company's performance.


The quality manager and the EQUAL project team consisting of the manager and employees from different areas produced an EFQM development report annually. The report consists of six sections:

  1. Introduction: Documentation of the general development and strategic remarks,
  2. Milestones within the quality management year: monthly highlights, events, and visits,
  3. EFQM areas 1-9: Brief outline of all 9 criteria strengths and potentials for improvement according to the self-assessment are mentioned as well as the measures initiated.
  4. Efforts in quality management activities: Use of manpower days per quality cycle and project of improvement, general input in quality management - general input in company (time, money)
  5. Outlook for the year, and
  6. Attachments: Minutes of the working groups, quality cycles.

The report is available in printed form as well as in electronic format (PDF handbook). A description and list of self-assessment processes, questionnaires, their results and the actions taken make the development of the enterprise visible for all key stakeholder groups. At the same time, the references to each EFQM criteria are made in this report.

The report will be used as a document of proof by the management to show the learning potential of the enterprise transparently. There are areas that are available for everybody and those available only for CarMen's employees. The EFQM criteria serve as a structure for the annual report. A short description is provided to explain the concepts.

The report is assessed in the employee, customer and user surveys and potentials for improvement are identified. In the following year the results are reviewed and if possible, improvements are taken into action.

Providing a development report helps evaluate to which extent the company is able to manage its readiness for change and provides a transparent insight into its EFQM processes, the resources used, and the results achieved.


Example of ISO

The Silberline Manufacturing approach

Silberline Manufacturing is aiming for full transition to ISO 9001:2000 at its U.S. facilities this year, just three years after registering to ISO 9001:1994. The company is a global manufacturer and supplier of aluminum pigment and special effect products for applications in coatings, inks, general industrial and plastics industries.

"Our management team was committed to continual review and improvement of the system even before the ISO 9001:2000 draft revisions were published," says Silberline Senior Quality System Manager and ISO Management Representative Joseph S. Balascik. "The new requirements didn't scare us because right after our initial registration in 1998, we continued to enhance our quality management system. We had strong management commitment and involvement. We felt we went beyond creation of a minimal system in preparation for our registration to ISO 9001:1994. Even though the transition was a big change, it was not extremely difficult for us.

"We educated ourselves on the changes. When we saw what they were about--by studying the requirements in the international draft standard--we believed the changes were an improvement and more user-friendly. We also liked the strong commitment to customer focus and the emphasis on measurable quality objectives and management-by-facts."

Led by Balascik and his supervisor, Richard P. Orsulak, Silberline's quality assurance department took charge of implementing and administering the requirements of ISO 9001:2000. A designated internal audit coordinator, Sheila Setcavage, ensures that the internal auditing system is both efficient and effective.

A key strategy is to draw as many employees as possible into the internal auditing process to facilitate fitting the standard into current practice. "We give other Silberline employees the opportunity to join our auditing team," Balascik says. "These people volunteer to become internal auditors, and we provide training to give them the necessary auditing skills. It's their responsibility to perform audits as an aside to their normal jobs, and they're great at completing their assigned audits.

"Our focus is to get people thinking with a process approach and understanding the interaction of these processes in our system--stressing the plan-do-check-act cycle." Particular attention has been paid to the company's customer satisfaction and communication processes.

"We looked at our current system and identified all the ways we focus on our customers and documented these in a matrix," Balascik continues. "We found that we were really good at measuring customer dissatisfaction, and also had an opportunity to improve our ability to measure customer satisfaction as well as dissatisfaction."

How to Make a Smooth Transition

For companies still mulling the transition to ISO 9001:2000,

Silberline's Joseph S. Balascik suggests starting the following processes now:

  • Make the transition as soon as possible to start realizing the benefits.
  • Make sure the management team is committed and gives full support.
  • Get as many people in the company involved as you possibly can.
  • Develop a cross-functional steering committee.
  • Perform a gap analysis, preferably using a third party.
  • Make sure the new standard and the new requirements are understood.

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Example of Malcolm Baldrige

The University of Wisconsin-Stout, located in Menomonie, Wisconsin, is a medium size school of 8,000 students and 1,200 employees, of which 450 are tenure-track faculty or professional staff who either teach, do research or serve as administrators. A special mission university, UW-Stout supports only 27 undergraduate and 17 graduate programs, all focused toward professional careers. Advisory committees consisting of faculty, staff and professionals from the field insure that the programs and faculty remain sensitive to current workforce needs.

Historically, the university embraced quality practices. Data collection, environmental scans, reviewing future trends in the workplace and long range planning have been in place for over two decades. In the early 1990's, the Board of Regents for the University of Wisconsin System adopted the principles of the Malcolm Baldrige National Quality Award, eight years before the standards were developed for education. Each campus then had to implement a quality plan. UW-Stout organized cross-functional teams, brought in consultants to engage the faculty and staff in training, and attempted to build a more systematic approach to planning. In some areas it worked well; in others it did not principally because the senior leadership did not fully understand or embrace either the principles or the practice.

In response to what was described as the most severe budget reduction since the System merged in 1972, the Board of Regents launched the "Study of the UW System in the 21st Century," focusing on new, innovative thinking to address the fiscal crisis. With the encouragement of the UW System, UW-Stout pushed forward on plans for a "charter school," a state supported, independent university with its own governing board, free from state regulations. The campus exploded. The senior leaders failed to clearly communicate the idea to the campus. Key administrators had not shared the discussions widely. And, the faculty, nerves frayed by the continual budget pressures, demanded a vote of no confidence in the chancellor's leadership.

Four issues emerged:

  1. The need for more open, consistent communication;
  2. An open, participative budget process;
  3. An inclusive decision-making process; and
  4. More effective management of the burgeoning technology needs. Acting quickly and decisively, fundamental changes were initiated that would in six years lead to the Baldrige Award.

The three key changes included:

  1. The establishment of a primary leadership group;
  2. The formation of an office of Budget, Planning and Analysis; and
  3. The development of infrastructure for a digital campus. As each of these changes is discussed, comparisons will be made to results from a survey that demonstrates the extent to which other campuses have adopted a similar model of leadership.



Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. It is a process of transmitting information, ideas, thoughts, opinions and plans between various parts of an organization. However, good and effective communication is required not only for good human relations but also for good and successful business. Effective communication is required at various levels and for various aspects in an organization.

The importance in JPS is between their customers. The importance when the management of JPS wants to inform the information about school. The way of communicate is importance. To make sure the information has been received by the employee. The way to communicate whether oral or writing, both is effective if the procedure is right. The procedure of communicate must be develop in their management to get suitable by their employee.

The other importance is when the teachers in JPS want to talks or meeting with the parent of student in JPS. They have to talk about to improve their student and children learning. They have to talk to search and find the right way and the best way to get improves their children. The teachers must talk properly to their parents to ensure the talk is get into the conclusion and aim the objectives they want.

The importance of communication is about to communicate with the student in class. The teacher must have the training to improve their way to talks with their student. Sometimes the teacher talks cannot attract the interest of students to learn in class. The way to communicate with them is important. Somehow, the teacher must be remembering that their students are the important customer to JPS.

The Importance of Record Keeping IN JPS

Keeping accurate and up-to-date records is vital to the success of any business. The business must realize that records kept will be one of the most important management tools it possesses and, therefore, it should be allocated due importance. Many business owners invest a lot of time and effort into the running of their business and yet fail to realize the importance of maintaining good documentation. The shareholders are staring for the highest return from their investment and the maintaining of good records is part of that equation.


Keeping clear and accurate records will contribute to the success of your business in the following ways:

  • Assists you in preparing your financial statements quickly and accurately.
  • Provides information to enable the control of cash in the business.
  • Provides management information to base business decisions on.
  • Contributes promptly to assessing the financial situation of the business at any time.
  • Saves a lot of time and effort.
  • Keeps a good track of the costs of staff and their performance.
  • Measures the business performance against the projections that were originally set down in the business plan.
  • Highlights quickly areas where problems could arise and enable remedies to be put in place.
  • Fulfils the obligations as to taxation law.
  • Assists you in calculating how much tax you have to pay.
  • Assists in providing information required by your bankers.
  • Helps in detecting thefts within the business itself.
  • Provides valuable information and details for the future sale of your business where that is required.

This is show how importance the record keeping in JPS. This is to ensure their organization to growth up with the successful. JPS must keeping their record to proof and show when their have examined by the judges from Malcolm Baldrige Award. This is to point their management to win the others quality management systems.

The others school maybe they have a lack of keeping record if we compare to JPS. This is because JPS use the Malcolm Baldrige criteria systems so, no wonder they have a good of procedure of keeping record. Whatever is, if the JPS use of ISO quality systems, they are record keeping procedure will be more effectiveness.

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