美国卓越绩效评价准则(中英文对照版)-P组织简介

美国卓越绩效评价准则（中英文对照版）-P 组织简介
评论 :0 条查看 :96 次jackiefeng 发表于2008-12-23 10:10
2008 年美国波多里奇国家质量奖
CRITERIAFOR PERFORMANCE
EXCELLENCE
卓越绩效评价准则
Importance of Beginning With Your Organizational
Profile
从组织简介开始的重要性：
Your Organizational Profile is critically
important because:
关于组织的简介十分重要，因为：
. it is the most appropriate starting point for
self-assessment and for writing an
application;
·它是自我评价及撰写申请材料的最恰当的起点；
.it helps you identify potential gaps in key
information and focus on key performance
requirements and results;
·它有助于组织明确关键信息中可能存在的差距并聚焦于
关键的绩效要求和结果；
.it is used by the Examiners and Judges in application review, including the site visit, to understand your organization and what you consider important (you will be assessed using the Criteria requirements in relation to
your organizations environment, relationships, influences, and challenges, as presented in your Organizational Profile); and
·评审员和评委在开展评审工作，包括现场审核时，据此
来了解申奖组织，了解申奖组织认为重要的那些方面（申奖
组织将会被依据准则要求，对照在组织简介中描述的环境、
关系、影响和挑战来进行评价）；
.it also may be used by itself for an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, it is possible that the Organizational Profile can serve as your complete assessment, and you can use these topics for action planning.
·它本身也可作为初步的自我评价。

如果组织发现某些主
题信息互相矛盾、很少信息或是根本没有信息，则组织简介
或许就起到了一次全面评价的作用，组织就可以针对这些主题来计划行动。

P Preface:Organizational Profile P
前言：组织简介
The Organizational Profile is a snapshot of your
organization, the KEY influences on HOW you operate, and
the KEY challenges you face.
组织简介是有关组织、组织运营的关键影响因素以及组织
所面临的关键挑战的一个简要的描述。

P.1OrganizationalDescription: What are your key
organizational characteristics?
P.1 组织的概况：组织的关键特征是什么？
Describe your organization °Os operating environment and yourKEY relationships with
CUSTOMERS, suppliers,PARTNERS, and
STAKEHOLDERS.
说明组织的经营环境以及与顾客、供应商、合作伙伴和利益相关者的关键关系。

Within your response, include answers to
the following questions:
在报告中，要答复以下问题：
anizationalEnvironment
a.组织的环境
(1)What are your organizations main products and
services? What are the delivery mechanisms used t provide
your products and services to your CUSTOMERS?
(1)组织的主要产品和服务是什么？将产品和服务提供给顾客的交付机制是
怎样的？
(2)What is your organizational culture?
What are your stated PURPOSE,
VISION,MISSION, and VALUES?
(2)组织的文化是什么？组织所主张的宗旨、愿景、使命及价值观是什么？
(3)What is your WORKFORCE profile? What are your
WORKFORCE or employee groups and SEGMENTS? What are their KEY
requirements and expectations? What are their education levels?
What are your organizations WORKFORCE and job DIVERSITY,
organized bargaining units, KEY benefits, and special health
and safety requirements?
(3)组织的员工概况是怎样的？员工或雇员群体和细分情况是怎样的？他们关键的需求和期望是什么？员工的教育
水平如何？说明员工构成和职位构成的多样性、组织化的劳
资谈判单位、关键利益以及特殊的健康和安全要求是什么？
(4)What are your major facilities,
technologies, and equipment?
(4)组织主要的设备、技术和设施是怎样的？
(5)What is the regulatory environment under which
your organization operates? What are the applicable
occupational health and safety regulations;
accreditation, certification, or registration
requirements; relevant industry standards; and
environmental, financial, and product regulations?
(5)组织运营的法规环境是怎样的？有哪些适用的职业安全和健康法规，认可、认证或注册的要求，相关行业标准，环境、财务及产品的法规？
anizationalRelationships
b.组织的关系
(1)What are your organizational structure
and GOVERNANCE system? What are the
reporting relationships among your
GOVERNANCE board, SENIOR LEADERS, and
parent organization, as appropriate?
(1)组织的结构和治理体制是怎样的？组织的治理机构、高层领导者和隶属公司之间的报告关系是怎样的（适用时回答）？
(2)What are your KEY CUSTOMER and STAKEHOLDER groups and
market SEGMENTS, as appropriate? What are their KEY requirements
and expectations for your products, services, and operations?
What are the differences in these requirements and expectations
among CUSTOMER and STAKEHOLDER groups and market SEGMENTS?
(2)组织的关键顾客和利益相关者群体以及细分市场是怎样的（适用时回答）？他们对组织的产品、服务和运营的关键要求和期望是什么？不同的顾客和利益相关者群体以及细分市场在要求和期望方面有何差异？
(3)What are your most important types of suppliers, PARTNERS, COLLABORATORS, and distributors? What role do these suppliers, PARTNERS, COLLABORATORS, and distributors play in your WORK
SYSTEMS and the
production and delivery of your KEY products and services? What
role, if any, do they play in your organizational INNOVATION
PROCESSES? What are your most important supply chain
requirements?
(3)组织最重要的供应商、协作者、合作伙伴和分销商类型是怎样的？这些供应
商、协作者、合作伙伴和分销商在组织的工作系统以及组织关键产品和服务的生产与
交付中起到什么样的作用？他们在组织的创新过程中具有什么作用（如果有的话）？
组织最重要的供应链的要求是什么？
(4)What are your KEY supplier and
CUSTOMER partnering relationship and
communication mechanisms?
(4)组织与关键供应商和顾客的合作关系及沟通机制是怎
样的？
Notes ：
注解：
N1. Mechanisms for product and service delivery to
your end-use customers (P.1a[1]) might be direct or
through dealers,distributors, collaborators, or channel
partners.
N1. 将产品和服务提供给终端顾客的机制[P.1a(1)] 可以是直接的，也可以是通过经销商、分销商、协作者或其他渠道合作伙伴来实现。

N2. Workforce or employee groups and segments
(including organized bargaining units) (P.1a[3]) might be
based on the type of employment or contract reporting
relationship, location, tour of duty, work environment,
family-friendly policies, or other factors.
N2. 员工或雇员群体与细分（包括组织化的劳资谈判单位）[P.1a(3)] 可以基于雇用类型或者合同报
告关系、场所、任期、工作环境、亲善政策，或者其他因素。

N3. Market segments (P.1b[2]) might be based on
product or service lines or features, distribution
channels, business volume, geography, or other factors
that are important to your organization to define related
market characteristics.
N3. 市场细分 [P.1b(2)] 可以是基于产品或服务线或其特性、分销渠道、业务量、地理区域，或能使
组织确定相关市场特征的其它重要因素。

N4. Customer and stakeholder group and market segment
requirements (P.1b[2]) might include on-time delivery,
low defect levels, safety, security,ongoing price
reductions, electronic communication, rapid response,
after-sales service, socially responsible behavior,and
community service. For some nonprofit
organizations,requirements also might include
administrative cost reductions, at-home
services, rapid response to emergencies, and
multilingual services.
N4. 顾客和利益相关者群体以及细分市场的要求[P.1b(2)] 可包括及时交货、低缺陷水平、安全保证、
持续降低的价格、电子通讯、快速响应、售后服务、对社会负责的行为及社区服务。

对于某些非营利机构，上述要求可包括行政成本减少、上门服务、紧急情况下的快速响应和多语言服务。

N5. Communication mechanisms (P.1b[4]) should be two-
way and might be in person, via e-mail, Web-based, or by
telephone. For many organizations, thesemechanisms may
change as marketplace, customer, or stakeholder
requirements change.
N5. 沟通机制 [P.1b(4)] 应该是双向的，可以是当面的、也可以通过电子邮件、互联网、或者电话的
方式进行。

对于许多组织而言，这些沟通机制会随着市场、顾客或利益相关者要求的变化而变化。

N6. While some nonprofit organizations offer
products and services (P.1a[1]), many might
appropriately interpret this phrase as programs or
projects and services.
N6. 某些非营利组织在提供“产品和服务”时[P.1a(1)] ，可将这个短语适当地表述为“计划或项目和服
务”。

N7. Customers (P.1a[1]) are the users and potential
users of your products, programs, and services. In some
nonprofit organizations, customers might include members,
taxpayers,citizens, recipients, clients, and
beneficiaries. Market segments might be
referred to as constituencies.
N7. 顾客 [P.1a(1)] 是指组织的产品、计划和服务的用户和潜在用户。

在某些非营利组织里，顾客可包括会员、纳税人、公民、接受者、客户和受益人。

细分市场也可指一批批的顾客。

N8. Many nonprofit organizations rely heavily on
volunteers to accomplish their work.These organizations
should include volunteers in the discussion of their
workforce (P.1a[3]).
N8. 许多非营利组织在很大程度上依赖志愿者完成他们的工作。

这些组织在[P.1a(3)] 员工论题中应
将志愿者包含在内。

N9. For nonprofit organizations, relevant industry
standards (P.1a[5]) might include industrywide codes of
conduct and policy
guidance.The term industry – is used througho the Criteria to refer to
the sector in which you
operate. For nonprofit organizations, this sector
might be charitable organizations, professional
associations and societies, religious organizations,
or government
entities “ or a subsector oone of these.
N9. 对于非营利组织，相关行业标准[P.1a(5)] 可包括全行业的行为守则和政策指引。

准则中通篇使
用的“行业”一词指组织运行所处的界别。

对非营利组织，这个界别可以是慈善组织、专业的协会或社团、
宗教组织或政府机构，也可以是这些组织的下属单位。

N10. For some nonprofit organizations, governance
and reporting relationships (P.1b[1]) might include
relationships with major agency, foundation, or other
funding sources.
N10. 对于某些非营利组织，治理和报告关系[P.1b(1)] 可包括与大机构、基金会或其他基金来源的关
系。

Frequently, several questions are grouped under one
number (e.g., P.1a[3]). These questions are related and do
not require separate responses. These multiple questions
serve as a guide in understanding the full meaning of the
information being requested.
若干个问题常常结合在同一个编号之下[ 如 P.1a(3)] 。

这些问题是互相关联的，并不要求分别回答。

多重的问题有
助于理解所要求信息的全部含义。

Item notes serve three purposes: (1) to clarify terms
or requirements presented in an Item, (2) to give
Instructions on responding to the Item requirements, and
(3) to indicate key linkages to other Items. In all cases,
the intent
is to help you respond to the Item
requirements.
条目的注解有三个目的：(1) 阐明条目中的术语或要求；
(2)提供回答条目要求的指导； (3) 指出与其他条目的关键联系。

所有情况下，都是旨
在帮助你就条目要求做出回答。

P.2OrganizationalChallenges: What are your key
organizational challenges?
P.2 组织的挑战：组织的关键挑战是什么？
Describe your organization ’ s competitive environment, yourKEY STRATEGIC
CHALLENGES and advantages, and your
system for PERFORMANCE improvement.
说明组织面临的竞争环境、关键的战略性挑战与优势，以及绩效改进系统。

Within your response, include answers to the
following questions:
在报告中，要答复以下问题：
petitive Environment
a.竞争环境
(1)What is your competitive position? What is your
relative size and growth in your industry or markets
served? What are the
numbers and types of competitors for your
organization?
(1)组织处于什么样的竞争位置？在行业内或所在的市场上，组织的相对规模
和成长情况如何？组织的竞争者的数量和类型如何？
(2)What are the principal factors that determine
your success relative to your competitors? What are
any KEY changes taking place that affect your
competitive situation, including opportunities for
INNOVATION and collaboration, as appropriate?
(2)决定组织能否超过竞争者、取得成功最关键的因素是什么？正在影响组织竞争地位的关键变化有哪些？包括创
新与合作的机会（适用时回答）。

(3)What are your KEY available sources of comparative
and competitive data from within your industry? What are
your KEY available sources of comparative data from outside
your industry? What limitations,if any, are there in your
ability to obtain these data?
(3)在行业中，组织可获得的比较性和竞争性数据的关键来源有哪些？从行业外
取得比较性数据的关键来源有哪
些？组织在获得这些数据的能力方面有无什么局限性？
b.Strategic Context
b.战略背景
What are your KEY business, operational,
and human resource STRATEGIC CHALLENGES
and advantages? What are your KEY
STRATEGIC CHALLENGES and advantages
associated with organizational
SUSTAINABILITY?
组织在关键业务、运营和人力资源方面所面临的战略挑战
与战略优势是什么？在组织的可持续发展方面所面临的战
略挑战与战略优势又是什么？
c. PERFORMANCE ImprovementSystem
c.绩效改进系统
What are the KEY elements of your
PERFORMANCE improvement system,
including your evaluation and
LEARNING PROCESSES
组织的绩效改进系统，包括评价与学习过程在内，有哪些要素？
Notes:
注解：
N1. Principal factors (P.2a[2]) might include
differentiators such as your price leadership, design
services, innovation rate, geographic proximity,
accessibility,and warranty and product options. For some
nonprofit organizations, differentiators also might
include your relative influence with decision makers,
ratio of administrative costs to programmatic
contributions, reputation for program or service delivery,
and wait times for service.
N1. 关键因素 [P.2a(2)] 可包括诸如价格领先、设计服务、创新速率、地理优势、易获取性、以及担
保和产品可选配置之类的差异化因素。

对于某些非营利组织，差异化因素还可包括与决策者之间的相互影响、行政成本与计划贡献的比率、所提供项目或服务的声誉、以及服务的等待时间。

N2. Strategic challenges and advantages (P.2b) might
relate to technology, products, your operations, your
industry, globalization, your value chain, and people.
N2. 战略挑战与战略优势(P.2b) 可能与技术、产品、组织运营、组织所处的行业、全球化、组织的价
值链以及人员相关。

N3. Performance improvement (P.2c) is an
assessment dimension used in the Scoring
System to evaluate the maturity of
organizational
approaches
and
deployment .
This question is intended to help you and the Baldrige Examiners set an overall context for
your approach
to performance
improvement.
Overall
approaches
to performance
improvement(p.2c)
might
include implementing
a Lean Enterprise System,applying
Six
Sigma
methodology, using ISO 9000:2000 standards, or employing
other process improvement tools.
N3. 绩效改进 (P.2c) 是评分系统中使用的评价尺度，用以评价组织的方法和展开的成熟度。

这一问题
旨在帮助组织和质量奖评审人员对组织绩效改进方法有一个整体的背景性的认识。

过程改进的总体方法
(P.2c) 可以包括实施精益系统，应用六西格玛方法，采用 ISO 9000 ：2000 标准，或应用其它过程改进 工具。

N4. Nonprofit organizations frequently are in a very competitive environment; they often must compete with other organizations and with alternative sources for similar services to secure financial and volunteer resources, membership, visibility in appropriate communities, and media attention.
N4. 非营利组织通常处在一个激烈竞争的环境中。

他们必须经常与其它组织或能提供类似服务的机构 进行竞争，以争夺财政的及志愿者的资源、会员资格、相关社区的知名度以及媒体关注等。

N5. For nonprofit organizations, the term
business (P.2b) is used throughout the
Criteria to refer to your main mission area or
enterprise activity.
N5. 对于非营利组织，准则中使用的“业务” (P.2b)一词指的是组织的核心使命或事业。

Page Limit
篇幅限制
For Baldrige Award applicants, the
Organizational Profile is limited to five pages.
These pages are not counted in the overall
application page limit. Typing and formatting
instructions for the Organizational Profile are
the same as for the application. These
instructions are given in the Baldrige Award
Application Forms 。

波多里奇质量奖申请者的组织简介应不多于 5 页。

组织
简介的内容不计入整体申请材料内。

简介的文字及格式要求
与申请材料一样。

这些要求列在波多里奇质量奖申报表中。

一个处处像别人表明自己优秀的，恰恰证明了他（她）并不优秀，或者说缺什么，便炫耀什么。

真正的优秀，并不是指一个人完美无缺，偶像般的光芒四射。

而是要真实地活着，真实地爱着。

对生活饱有热情，满足与一些小确幸，也要经得起诱惑，耐得住寂寞，内心始终如孩童般的纯真。

要知道，你走的每一步，都是为了遇见更好的自己，都是为了不辜负所有的好年华。

一个真实的人，一定也是个有担当的。

不论身处何地，居于何种逆境，他（她）们都不会畏惧坎坷和暴风雨的袭击。

因为知道活着的意义，就
是真实的直面风浪。

生而为人，我们可以失败，却不能败的没有风骨，甚至连挑战的资格都不敢有。

人当如玉，无骨不去其身。

生于尘，立于世，便该有一颗宽厚仁德之心，便有一份容天下之事的气度。

一个真实的人，但是又不会过于执着。

因为懂得，水至清则无鱼，人至察则无徒的道理。

完美主义者最大的悲哀，就是活得不真实，不知道审
时度势，适可而止。

一扇窗，推开是艳阳天，关闭，也要安暖向阳。

不烦不忧，该来的就用心珍惜，坦然以对；要走的就随
它去，无怨无悔。

人活着，就是在修行，最大的乐趣，就是从痛苦中寻找快乐。

以积极的状态，过好每一天，生活不完美，我们也要向美而生。

一个真实的人，一定是懂爱的。

时光的旅途中，大多数都是匆匆擦肩的过客。

只有那么微乎其微的人，才可以相遇，结伴同行。

而这样
的结伴一定又是基于志趣相投，心性相近的品性。

最好的爱，不是在于共富贵，而是可以共患难，就像一对翅膀，只有相互拥抱着才能飞翔。

爱似琉璃，
正是因为纯粹干净，不沾染俗世的美。

懂爱的人，一定是真实的人。

正是因为懂得真爱的不易，所以更是以真面目面对彼此，十指紧扣，甘愿
与爱的人把世间各种风景都看透，无论风雨，安暖相伴。

一个真实的人，定然是有着大智慧的。

人生在世，什么都追求好，追求完美，虽然这是一种积极的思想，却会很累，不仅自己累，身边人也会
因为你而累。

到最后就会在疲于奔命中，丧失自我。

“兰居幽谷，虽孤独亦芬芳；梅开偏隅，虽寂静亦流香，”这便是一份淡泊和沉稳。

一些事尽力了就好，无愧别人，无愧己心，认真地活着，便是不辜负。

因为懂得，人生的风景，最终是回归到心灵的本源。

和谐共生，平等友爱，才是对生命的尊重和对自己
的珍视。

WORD格式专业资料整理。