Chat with us, powered by LiveChat Evaluation of former job (Make one up.. such as cashier or sale representative). ?You are required to submit an Applied Paper evaluating either your current (or former) workplace. The pri - Wridemy Bestessaypapers

Evaluation of former job (Make one up.. such as cashier or sale representative). ?You are required to submit an Applied Paper evaluating either your current (or former) workplace. The pri

Evaluation of former job (Make one up.. such as cashier or sale representative).

 You are required to submit an Applied Paper evaluating either your current (or former) workplace. The primary objective of the Applied Paper is to do an analysis applying the seven Baldrige criteria and make recommendations based on your results. Please use the questionnaire that I provided in module seven as a guide: Baldridge Are We Making Progress? Although there are not any specific number of references required (3 recommended – one from the textbook and two outside) I expect you to cite any sources that you may use in the paper in proper APA format. It should be in Word format, approximately 1000 words (4-5 pages), double spaced, in 12 pt. font, with references, and include an Assignment Cover Sheet. All papers will be automatically run through Turnitin and students will be able to review the results. Papers must have a Turnitin Similarity Index below 30% in order to earn a grade.  

 Assignment Cover Sheet


ADM 412 OB

Title of Assignment

Applied Paper

Submitted by:


Date of Submission:



By including this cover sheet, I certify that I am the author of this submittal and that any assistance I received in its preparation is fully acknowledged and disclosed. I have also cited any sources from which I used data, ideas, or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course only and was not previously submitted in any other course. I understand that papers may be run through plagiarism detection software and I agree to this process. I have read the Student Bulletin Academic Dishonesty Policy regarding cheating and plagiarism and understand its consequences and penalties.



The paper assesses my previous employer against the Malcom Baldrige National Quality Award performance excellence criteria using the seven performance excellence criteria categories as outlined in the National Institute of Standards and Technology’s Baldrige Performance Excellence Program assessment tool entitled “Are We Making Progress.”


The Malcom Baldrige National Quality Award

The Malcom Baldrige National Quality Award was created by the 100th United States Congress on August 20, 1987 by Public law 100-107 (Library of Congress, n.d.).  The award is named for Malcolm Baldrige, the 26th Secretary of Commerce, who served under President Reagan from January 22, 1981 until his accidental death on July 25, 1987 from a rodeo accident in California.  Secretary Baldrige was well-known for his award-winning managerial accomplishments and contributions to the United States Government.  During his tenure, Secretary Baldrige reduced the Department of Commerce’s administrative staff by 25% and its annual budget by 30% through process improvements and efficiencies (National Institute of Standards and Technology, 2016). 

The Malcom Baldrige National Quality Award is the United States’ topmost national level award given to an organization in recognition for their performance excellence.  This annual award can be presented to as many as 18 organizations across six categories: healthcare, small business, service, manufacturing, education, and nonprofit (National Institute of Standards and Technology, 2017).  The Baldrige award has four functions.  First, it encourages United States’ companies to advance productivity and quality through acknowledgement of the award without losing their competitive edge via increased profits.  Second, it recognizes an organization’s quality improvement accomplishments as a benchmark for other companies to emulate.  Third, it creates processes and measures to be used by various industry categories in assessing their own quality improvement initiates.  Fourth, it specifies procedures and benchmarks for other United States’ organizations who wish to cultivate a change in their organizational behavior and norms by providing detailed information on how other organizations achieved this transformation (Evans, 2017, p. 62).    

Criteria for Performance Excellence

The Baldrige criteria for performance excellence provides a framework or outline that organizations can review and incorporate into their operations to increase efficiencies and effectiveness.  These criteria are designed to focus an organization’s efforts on those activities that foster improvements and add to the overall well-being of the organization; shedding those unnecessary actions that detract from performance excellence and waste resources.  The criteria are structured in a hierarchical layout by categories that address the main area, then continually drill further down to specific areas to concentrate on (Evans, 2017, p. 66).

This framework is made up of seven categories of criteria to help achieve performance excellence: leadership, strategy, customers, measurement, workforce, operations, and results (American Society for Quality, 2018).

1. Leadership category: This category examines the criticality of leadership, how positively the leadership affects the organization, and how the organizations interacts within its surrounding communities. 

2. Strategy category: This category addresses how the organization develops long- terms plans, postures its resources in support of those plans, and lays out the necessary sequential actions to execute the plans.

3. Customer’s category: This category identifies how the organization interacts with its customers to create partnerships and foster long-lasting relationship where all parties involved have a vested interest in their community culture. 

4. Measurement, analysis, and knowledge management category: This category reveals how well the organization uses data, analysis, and feedback to support key operations, processes, and decisions.  

5. Workforce category: This category provides insight into how the organization employs, develops, compensates, empowers, protects, organizes and structures its workforce.

6. Operations category: This category examines how key processes and procedures are designed, managed, and reviewed to ensure they support the organization’s core functions.

7. Results category: This category provides details on how well the organization executed its core functions, effectiveness of its strategies and operations, supported its customers, managed its workforce, and how it compares to its industry competition.

Previous Employer Performance Excellence Assessment

I am currently a federal employee and have worked for several federal agencies in the past decade.  My explorer performance excellence assessment is on my former federal agency employer; I moved to a different federal agency less than a year ago and do not have the longevity with my current agency to provide an accurate assessment.  The assessment on my former federal employer is based solely only on my personal experiences; no surveys or other instruments were used to gather data for my responses.

My assessment responses are based upon the National Institute of Standards and Technology’s Baldrige Performance Excellence Program assessment tool entitled “Are We Making Progress” (National Institute of Standards and Technology, 2016).  The assessment tool uses 40 statements to evaluate the seven Baldrige award categories of criteria.  My assessment for the seven categories are as follows:

1. Leadership category: This category has seven assessment statements and I strongly agree with all seven.  My previous workplace ensured every member knew the organization’s mission, vision, goals, and values.  Leaders at all echelons set the example to abide by and created a positive work environment.  I felt like a valued employee whose input was sought after and acted upon if warranted.

2. Strategy category: This category has five assessment statements and I strongly agree with the first four statements and disagree with the last one.  My previous workplace asked for strategic inputs, developed long-term plans, and shared the plans with all employees.  However, the organization was not able to make changes quickly when needed; the locally developed strategic plans were submitted to a higher-headquarters for evaluation and possible implementation.  This hierarchical process was very slow and seldom resulted in any changes. 

3. Customers category: This category has five assessment statements and I strongly agree with all five statements.  Everyone at my previous workplace knew the customer priority list in the event of multiple tasking were levied on us.  All employees were assigned a group of customers in which they communicated with on a weekly basis and had fully authority to resolve current and future requirements up to a predetermined threshold.            

4. Measurement, analysis, and knowledge management category: This category has five assessment statements and I strongly agree with all five statements.  My previous work center used a central processing system that tracked everyone assignments, detailed the progress of the requirements in terms of the days and percentages, and provided all the necessary metrics to analyze the entire organization’s workload.  Employees could easily identify issues and a means to correct it or expedite a resolution. 

5. Workforce category: This category has six assessment statements and I strongly agree with all of them.  My previous work center had an environment of loyalty and trust.  People knew they would get recognized for their accomplishments and pulled aside in a private setting when they were not meeting standards.  Employees were mentored and encouraged to reach beyond their current position.    

6. Operations category: This category has four assessment statements and I strongly agree with all of them.  Everyone was given all the necessary infrastructure, tools, and supplies to meet or exceed their work requirements.  Employees were only able to improve their work processes with the latitude given to them with the federal rules and regulations governing our processes.  

7. Results category: This category has nine assessment statements and I strongly agree with all of them.  Federal agencies and their subordinate organizations have a lot of laws and regulations they must follow that private organization do not have to follow or they are able to modify.  My previous organization was a high-performing organization given the parameters in which it had to operate; it had good leadership, the proper organizational structure, and the correct mix of employees and skill sets to accomplish their mission and goals.

Additionally, my previous organization has been continuously recognized as one of the premier units within our agency for its dedication to the mission, high performance ratings, and customer feedback.  In regards to the question posed by the Baldrige Performance Excellence Program assessment tool “Are We Making Progress”, I conclude that my previous organization is definitely making progress. 


American Society for Quality. (2018).  Learn About Quality: Malcolm Baldrige National Quality Award (MBNQA). Retrieved from American Society for Quality:

Evans, J. R. (2017).  Quality and Performance Excellence (8th edition). Mason: South-Western/Cengage Learning.

Library of Congress. (n.d.).  Public Laws – 100th Congress (1987-1988). Retrieved from

National Institute of Standards and Technology. (2016, September 26).  Malcolm Baldrige Biography. Retrieved from National Institute of Standards and Technology:

National Institute of Standards and Technology. (2016, September 21).  Baldrige Performance Excellence Program – Are We Making Progress. Retrieved from National Institute of Standards and Technology:

National Institute of Standards and Technology. (2017, November 7).  Baldrige Performance Excellence Program. Retrieved from National Institute of Standards and Technology:


Are We Making Progress?

Use This Tool to Quickly Assess Your Employees’ Perceptions

Baldrige Performance Excellence Program •

In today’s environment, if you are standing still, you are falling behind. Making the right decisions at the right time is critical. Following through on those decisions is challenging: deploying strategy is much more difficult than developing strategy. If deployment is so challenging, the questions are, Are you making progress? How do you know?

Are We Making Progress? and the companion document for leaders, Are We Making Progress as Leaders?, are designed to help you know. These tools show you whether your perceptions agree with those of your workforce. They will help you focus your improvement and communication efforts on the most critical areas.

The questionnaires are organized by the seven Baldrige Criteria for Performance Excellence categories, part of the Baldrige Excellence Framework. These questionnaires identify opportunities for improvement and direct you to more detailed questions in the Criteria. They also may help you identify some ideas for making improvements and recognizing opportunities for innovation.

Ask the members of your workforce their opinions. They will appreciate the opportunity—and your organization will benefit from their responses!

(Im)Prove Your PerformanceTM

Get Started Today!

Download Are We Making Progress? publications/progress.cfm

If necessary, modify the questionnaire to address your specific needs (e.g., add questions, use language specific to your organization).

Distribute the questionnaire to your senior leadership team and your workforce, including managers, supervisors, and volunteers.

Download the companion document, Are We Making Progress as Leaders?, to see if your employees’ perceptions agree with those of your leadership.

How do you know?

Are your values, vision, mission, and plans being deployed?

Does your leadership team understand them? Do the members of your workforce understand and support them?

Are your communications effective?

Is the message being well received?

Are We Making Progress? Your opinion is important to us!

There are 40 statements below. For each statement, check the box that best matches how you feel (strongly disagree, disagree, undecided, agree, strongly agree). How you feel will help us decide where we most need to improve or change. We will not be looking at individual responses but will use the information from our whole group to make decisions. It should take you about 10 to 15 minutes to complete this questionnaire.

Senior leaders, please fill in the name of organization or unit being discussed. Note: This refers to what is meant each time the word “organization” is used below


Are We Making Progress? •

Strongly Strongly Disagree Disagree Undecided Agree Agree

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1A I know my organization’s mission (what it is trying to accomplish).

1B I know my organization’s vision (where it is trying to go in the future).

1C My senior (top) leaders are ethical and demonstrate our organization’s values.

1D My senior leaders create a work environment that helps me do my job.

1E My organization’s leaders share information about the organization.

1F My organization asks what I think.


2A As it plans for the future, my organization asks for my ideas.

2B My organization encourages totally new ideas (innovation).

2C I know the parts of my organization’s plans that will affect me and my work. 2D I know how to tell if we are making progress on my workgroup’s part of the plan.

2E My organization is flexible and makes changes quickly when needed.



Are We Making Progress? •

Strongly Strongly Disagree Disagree Undecided Agree Agree

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Customers Note: Your customers are the people who use the products of your work.

3A I know who my most important customers are.

3B I regularly ask my customers what they need and want.

3C I ask if my customers are satisfied or dissatisfied with my work. 3D I am allowed to make decisions to satisfy my customers.

3E I also know who my organization’s most important customers are.

Measurement, Analysis, and Knowledge Management

4A I know how to measure the quality of my work.

4B I can use this information to make changes that will improve my work.

4C I know how the measures I use in my work fit into the organization’s overall measures of improvement.

4D I get all the important information I need to do my work.

4E I know how my organization as a whole is doing.


5A The people I work with cooperate and work as a team.

5B My bosses encourage me to develop my job skills so I can advance in my career.

5C I am recognized for my work.

5D I have a safe workplace.

5E My bosses and my organization care about me.

5F I am committed to my organization’s success.




Contact For information on the Baldrige Performance Excellence Program: | 301.975.2036 | [email protected]

Are We Making Progress? Revised 2015 Photo credits: ©Tsyhun/Shutterstock

Baldrige Performance Excellence Program • National Institute of Standards and Technology • Department of Commerce

Strongly Strongly Disagree Disagree Undecided Agree Agree

m m m m m

m m m m m

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C Operations

6A I can get everything I need to do my job.

6B We have good processes for doing our work.

6C I can improve my work processes when necessary.

6D We are prepared to handle an emergency.


7A My work products meet all requirements.

7B My customers are satisfied with my work.

7C I know how well my organization is doing financially.

7D My organization has the right people and skills to do its work.

7E My organization removes things that get in the way of progress.

7F My organization obeys laws and regulations.

7G My organization practices high standards and ethics.

7H My organization helps me help my community.

7I My organization is a good place to work.

Would you like to give more information about any of your responses? Please include the number of the statement (for example, 2A or 7D) you are discussing.



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