Models
In general, business excellence models have been developed by national bodies as a basis for award programs. For most of these bodies, the awards themselves are secondary in importance to the widespread adoption of the concepts of business excellence, which ultimately leads to improved national economic performance.
By far the majority of organizations that use these models do so for self-assessment, through which they may identify improvement opportunities, areas of strength, and ideas for future organizational development. Users of the EFQM Excellence Model, for instance, do so for the following purposes: self-assessment, strategy formulation, visioning, project management, supplier management, and mergers.
When used as a basis for an organization's improvement culture, the business excellence criteria within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment, the criteria can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement.
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Famous quotes containing the word models:
“The greatest and truest models for all orators ... is Demosthenes. One who has not studied deeply and constantly all the great speeches of the great Athenian, is not prepared to speak in public. Only as the constant companion of Demosthenes, Burke, Fox, Canning and Webster, can we hope to become orators.”
—Woodrow Wilson (1856–1924)
“Grandparents can be role models about areas that may not be significant to young children directly but that can teach them about patience and courage when we are ill, or handicapped by problems of aging. Our attitudes toward retirement, marriage, recreation, even our feelings about death and dying may make much more of an impression than we realize.”
—Eda Le Shan (20th century)
“Friends broaden our horizons. They serve as new models with whom we can identify. They allow us to be ourselves—and accept us that way. They enhance our self-esteem because they think we’re okay, because we matter to them. And because they matter to us—for various reasons, at various levels of intensity—they enrich the quality of our emotional life.”
—Judith Viorst (20th century)