Arengu-uuringud
4. Organisatsiooni areng
Mati Heidmets
2013 sügissemester
Vaatepunktid organisatsiooni
arengule
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Inimestevahelise seose iseloom: nominaalne grupp – tüpoloogiline grupp –
assotsiatsioon – organisatsioon.
Organisatsioon – eesmärgistatud tegevusega, formaliseeritud suhetega,
piiritletud inimkooslus. Impersonaalne sotsiaalne struktuur (vrdl perekond ja
linnavalitsus). Näited: firma, ülikool, ministeerium, sihtasutus …
Igaüks kuulub X organisatsiooni, globaalne organisatsioonide võrgustik
Kas organisatsioon areneb?
Kas eesmärgini saab jõuda tulemuslikumalt, efektiivsemalt, väiksema aja ja
energiakuluga? Kas tulemus võib olla parem või kehvem? Kas tulemuseni
jõudmiseks vaja 10 või 100 inimest? Sellised küsimused – alles 20 saj
esimesest poolest
Organisatsiooni hinnangu- ja arengudimensioonid: efektiivsus,
ressursisäästlikkus, inimkesksus, tulemuse kvaliteet …
Organisatsiooni arendamise (vastuolulised) vaatepunktid: omaniku
perspektiiv, juhi positsioon, töötaja vaatepunkt, ühiskonnaliikme arusaam …
Meie: kuidas mõeldakse organisatsiooni arengust, kaks vaatepunkti
põhjalikumalt
Ajalugu
Esmane organisatsiooni arengukäsitlus = probleemilahendamine. Areng
= murede järkjärguline ületamine.
Kurt Lewin played a key role in the evolution of organization development as it
is known today. As early as World War II, Lewin experimented with a
collaborative change process (involving himself as consultant and a client
group) based on a three-step process of planning, taking action, and
measuring results. He first coined the term “action research” in about
1944.
Organisatsiooni enesereflektsioon ja eneseparandus – vormiks
tegevusuuring/action research
Action research is a reflective process of progressive problem solving led
by individuals working with others in teams or as part of a "community of
practice" to improve the way they address issues and solve problems.
Action research can also be undertaken by larger organizations or
institutions, assisted or guided by professional researchers, with the aim of
improving their strategies, practices, and knowledge of the environments
within which they practice.
Eneseparanduse kolm sammu:
teadvustamine, muutus, juurdumine
Organisatsioon muutub, muutustes osalemine tähendab motiveeritust.
Ühine mõttetöö + tegevus + tulemuste hindamine!
Concerned with social change and, more particularly, with effective, permanent social
change, Lewin believed that the motivation to change was strongly related to action:
If people are active in decisions affecting them, they are more likely to adopt new
ways. "Rational social management", he said, "proceeds in a spiral of steps, each of
which is composed of a circle of planning, action, and fact-finding about the
result of action". Lewin's description of the process of change involves three steps:
Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of
a need to change.
Changing: The situation is diagnosed and new models of behavior are explored and tested.
Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted
Oluline: kolme sammu ei tee juht üksi, vaid organisatsiooni liikmed
ühiselt. Selle mõtteviisi jätk: strateegiline arengukavandamine,
tagasisidestatud juhtimine …
Teadvustamine, muutus, juurutamine – rakendusliku MA loogika!
Action research
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Täna
Tänaseks - palju vaateid organisatsioonile, palju hindamisskeeme ja
arengudimensioone
Näited: strateegiline planeerimine (strategic planning), teadmusjuhtimine
(knowledge management), muutuste juhtimine (change management),
organisatsiooniline õppimine (organizational learning), liidrikujundus
(leadership development), kvaliteedijuhtimine (quality management),
inimsuhete analüüs (human relations movement), töödemokraatia
(workplace democracy), organisatsioonikultuur (organizational culture) …
Kirjuks ka organisatsiooni (arengu?) hindamiskriteeriumid ja vaatepunktid:
kasumlikkus, konkurentsivõime, töötajate rahulolu, organisatsioonile
pühendumine, tegevuse kvaliteet, sotsiaalne vastutus …
Pole ÜRO globaalset organisatsiooniarengu indeksit, liikumine selles suunas
aga olemas
Meie: kaks vaatepunkti põhjalikumalt: organisatsiooni sotsiaalne vastutus,
organisatsiooni kvaliteet ja kvaliteedikindlustus. Põhjus: maailmas kasvava
tähendusega diskursused
Mõlema puhul: määratlused (mis see on), standardid/kriteeriumid hindamiseks,
mõõtmine ja andmebaasid, kriitika
Organisatsiooni sotsiaalne vastutus
Mõtteviis: organisatsioon mitte ainult oma eesmärke ja sisemisi huvisid.
Organisatsiooni mõju laiem – tööandja, keskkonnakasutaja,
kuvandilooja. Siit – laiem vastutus. Firmade vastutus kogukonna eest
(globaalse korporatsiooni pankroti tähendus?!), ülikoolide sotsiaalne
roll …
Tõsisemalt päevakorrale alates 1980datest. Kasumi kõrvale vastutus.
Corporate social responsibility (CSR, also called corporate responsibility,
corporate citizenship, responsible business and corporate social
opportunity is a concept whereby organizations consider the interests of
society by taking responsibility for the impact of their activities on
customers, suppliers, employees, shareholders, communities and other
stakeholders, as well as the environment. This obligation is seen to extend
beyond the statutory obligation to comply with legislation and sees
organizations voluntarily taking further steps to improve the quality of
life for employees and their families as well as for the local community
and society at large.
Mis ja miks: Klaus Schwab
(Executive Chair of the World Economic Forum)
Mis on CSR sisu: vastutustundlik juhtimine, turvaline töökeskkond,
kogukonna huvid, keskkonnasõbralikkus, filantroopia …
Compared to just a decade ago, it is now common for business-people to talk about
social responsibility and the importance of being good corporate citizens. Many
business leaders today consider it critical to engage with shareholders, the
communities in which their companies operate, and others affected by and interested
in what they do. The diverse activities needed to respond to these expanded duties
are widely referred to by the catchall phrase "corporate social responsibility." It
incorporates a host of concepts and practices, including the necessity for
adequate corporate governance structures, the implementation of workplace
safety standards, the adoption of environmentally sustainable procedures, and
philanthropy.
Miks: firmad tugevamaks kui riigivõim. Riik lokaalne, äri globaalne.
As state power has shrunk, the sphere of influence of business has widened.
Companies get involved in the health of workers, the education of employees and
their children, and the pensions that sustain them in retirement. Corporations have an
impact on everything from air quality to the availability of life-saving drugs. They have
become integral to the survival of governments and the political stability of nations
and regions.
Kas CSR vaid suurte korporatsioonide teema?
Kuidas: Klaus Schwab
Five core concepts--corporate governance, corporate philanthropy, corporate
social responsibility, corporate social entrepreneurship, and global corporate
citizenship--define the different types of business engagement.
Juhtimine.
Corporate governance is more than the way in which a company is run. It means that a company complies with local
and international laws, transparency and accountability requirements, ethical norms, and environmental and
social codes of conduct. More than 3,000 companies in about 120 countries have signed on to the UN
Global Compact, a framework of ten core principles to guide business behavior in areas such as human rights,
the environment, labor practices, and corruption.
Vastutus.
Corporate social responsibility - this involves how a corporation responds to the expectations of its stakeholders--the
wide community of all the organizations and individuals that are in any way affected by or interested in its actions:
shareholders, owners, investors, employees, suppliers, clients, consumers--while trying to increase the company's
value. Corporate social responsibility means addressing the wider financial, environmental, and social
impact of all that a company does. It entails minimizing the negative effects of the actions of a company
and maximizing the positive ones on stakeholders as well as on the communities in which the enterprise
operates and the governments with which it must work.
Heategevus.
Corporate philanthropy was traditionally the preferred way for corporations to give back to society. Today, business
leaders recognize that companies can make more efficient contributions through active engagement.
Kuidas: Klaus Schwab
Sotsiaalne ettevõtlus
Corporate social entrepreneurship is strictly defined as the transformation of
socially and environmentally responsible ideas into products or services.
The last decade has seen many individuals come up with innovative ideas
to address the specific social and environmental needs of the communities
in which they are living. The role model of these social entrepreneurs,
Muhammad Yunus, the inventor of microcredit, received the Nobel Peace
Prize in 2006.
Globaalne perspektiiv
Global corporate citizenship goes beyond the concepts of corporate
philanthropy, including social investing; corporate social responsibility; and
corporate social entrepreneurship in that it entails focusing on "the global
space," which is increasingly shaped by forces beyond the control of nationstates. Global corporations have not only a license to operate in this arena
but also a civic duty to contribute to sustaining the world's well-being in
cooperation with governments and civil society. Global corporate citizenship
means engagement at the macro level on issues of importance to the world:
it contributes to enhancing the sustainability of the global marketplace.
Suurimad annetajad
Seisuga 2009
Warren Buffett: $30.7 billion - healthcare,
extreme poverty, education, access to
information technology;
Bill Gates: $29 billion - Education, AIDSprevention
Li Ka-shing: $10 billion - Education, healthcare
George Soros: $6 billion - Democratic
governance, anti-fascist publications, human
rights, economic, legal, and social reform
Howard Hughes: $1.56 billion - Medcine
Miks sotsiaalne vastutus?
Teadlikkus, prosotsiaalsus, altruism või kaine
ärikaalutlus?
Kasvav ärivõimu kriitika maailmas. Lisaks
antiglobalistidele ka skeptilised arvamusliidrid
Näit: U.Beck ja riskiühiskond. Individualiseerumine
+ võimas tehnoloogia + varjatud ohud.
Korporatsioonide huvides tegutsevate
ekspertide diktatuur
Näit: tarbijasurve - eetilise tarbimise liikumine
Avatud maailmas saanud avalik arvamus karmiks
jõuks!
Tarbijasurve CSR-le
Eetiline tarbimine.
Ethical consumerism is buying products and services that are made ethically. This may
mean with minimal harm to or exploitation of humans, animals and/or the
natural environment. Ethical consumerism is practiced through 'positive buying' in
that ethical products are favoured, or 'moral boycott', that is negative purchasing and
company-based purchasing.
The rise in ethical consumerism and green brands that identify themselves as ethical, has
led to a rise in ethic-based decisions in the mass market, enabled by increased
understanding and information about businesses practices. The term ethical
consumerism may refer to the wider movement within marketing, which means that
large corporations wish to be seen as working ethically and improving the ethical
standards of their industry
Some argue that "Shopping is more important than voting", and that the disposition of
money is the most basic role we play in any system of economics. Some theorists
believe that it is the clearest way that we express our actual moral choices, i.e., if we
say we care about something but continue to buy from parties that have a high
probability of risk of harm or destruction of that thing, we don't really care about it, we
are practicing a form of simple hypocrisy.
Selektiivse tarbimise tagasimõju korporatsioonidele - ühiskonnasurve
toodab vastutustunnet!
Social Accountability International
Initsiatiivid organiseeruvad. Tööpaiga inimõiguste standard!
Social Accountability International (SAI) is a global standard-setting nonprofit human rights organization dedicated to improving workplaces and
communities. SAI provides capacity-building services for the
implementation of its SA8000 standard. As of March 31, 2008, 872,052
workers in 64 countries and 61 industrial sectors were employed at 1,693
factories, stores and farms certified to SA8000. SAI has programs in
Europe, China, Vietnam, Central America, Turkey, and others.
Vt: http://www.sa-intl.org/
SAI began in 1997 when Alice Tepper Marlin established it. In 1998, SAI
convened a multi-stakeholder Advisory Board to develop SA8000, a global
standard for human rights at work. In 1998, first organizations were
accredited to audit for SA8000 compliance; today SAI contracts with Social
Accountability Accreditation Services (SAAS) for licencing and oversight of
auditing organisations to certify copliance with SA8000. In 2001, SAI
worked with Transparency International (TI) to issue "Business Principles
for Countering Bribery" for public consultation.
SA8000 Elements
Child Labor: No workers under the age of 15; minimum lowered to 14 for countries operating under
the ILO Convention 138 developing-country exception; remediation of any child found to be
working
Forced Labor: No forced labor, including prison or debt bondage labor; no lodging of deposits or
identity papers by employers or outside recruiters
Health and Safety: Provide a safe and healthy work environment; take steps to prevent injuries;
regular health and safety worker training; system to detect threats to health and safety; access to
bathrooms and potable water
Freedom of Association and Right to Collective Bargaining: Respect the right to form and join
trade unions and bargain collectively; where law prohibits these freedoms, facilitate parallel
means of association and bargaining
Discrimination: No discrimination based on race, caste, origin, religion, disability, gender, sexual
orientation, union or political affiliation, or age; no sexual harassment
Discipline: No corporal punishment, mental or physical coercion or verbal abuse
Working Hours: Comply with the applicable law but, in any event, no more than 48 hours per week
with at least one day off for every seven day period; voluntary overtime paid at a premium rate
and not to exceed 12 hours per week on a regular basis; overtime may be mandatory if part of a
collective bargaining agreement
Compensation: Wages paid for a standard work week must meet the legal and industry standards
and be sufficient to meet the basic need of workers and their families; no disciplinary
deductions
Management Systems: Facilities seeking to gain and maintain certification must go beyond simple
compliance to integrate the standard into their management systems and practices.
Sekkujad: AccountAbility
AccountAbility was established in London, United Kingdom in 1996 with
the stated aim to “develop new tools, thinking and connections that enable
individuals, institutions and alliances to respond better to global challenges”
Vt: http://www.accountability21.net/
AccountAbility's work is closely related but not limited to the Corporate Social
Responsibility (CSR) field. The organisation is often labelled as a global
think-tank, and has undertaken work in the areas of Responsible
Competitiveness, Partnership Effectiveness, Collaborative
Governance and Sustainability Assurance and Reporting.
AccountAbility’s members include businesses, NGOs and research bodies,
who elect the international, multi-stakeholder Council, with representatives
from Africa, Asia, Europe and the Americas, spanning the business, nonprofit, consultancies and academia sectors.
AccountAbility’s Chief Executive, Simon Zadek is also a Senior Fellow at the
John F. Kennedy School of Government at Harvard University, and is a
member of the Clinton-Dalberg Task Force programme effectiveness in
leveraging private enterprise for development. In 2003, he was named the
World Economic Forum’s ‘Global Leaders for Tomorrow.'
AA: võimu tsiviliseerimine
Accountability is about holding those with power to account. We believe
that this ‘civilizing of power’ is critical to reconciling conflict and mobilising
action, to address global challenges, from climate change to poverty and
from HIV/AIDs to the needs of an aging population.
We are an international not-for-profit organisation working with partners in
business, the public sector and civil society. We bring together people
working in apparently diverse fields to learn from each other about
accountability experiences and innovations and to understand and
disseminate global best practice.
Our role is to act as an innovation hub, developing and promoting new tools
and systems which enable people to hold to account those individuals and
institutions whose decisions and actions affect their lives. At the core of our
work is the AA1000 Series of Standards.
AccountAbility's standards, the AA1000 Series, are principles-based standards
that provide the basis for improving the sustainability performance of
organisations. They are applicable to organisations in any sector, including
the public sector and civil society, of any size and in any region.
Järjestus
AA1000 is promoted as a standard for the measuring and reporting of ethical
behaviour in business. It provides a framework that organisations can use
to understand and improve their ethical performance, and a means for
others to judge the validity of claims to be ethical
AccountAbility and Csrnetwork have launched the fifth Accountability
Rating™ published annually in Fortune International.
The top ten companies in 2006 Rating are:
• Vodafone
• General Electric
• HSBC
• France Telecom
• HBOS
• Nokia
• EDF
• Suez
• BP
• Royal Dutch/Shell
Sotsiaalse vastutuse dilemmad
• Sotsiaalne vastutus – organisatsiooni keskne
hindamisdimensioon. Arenenud firma – vastutustundlik
firma.
• Lähtepunkt: ühiskonna positiivne hoiak
• Vastuolud: kasum vs laiemad huvid, töötajate rahulolu vs
ühiskonna positiivne hoiak?
• Eetilised ja ebaeetilised tegevusvaldkonnad vaibakudumine, karusnahad, kaevandus …
• Korporatsioonide globaalne vastutus: reaktsioon
ühiskonna halvakspanule. Avatus kui mehhanism ja
usaldus kui kapital. Ühiskonna ja äri debatt!
Kvaliteet kui arengudimensioon
Kvaliteet - palju määratlusi: klassikirjeldus (kvaliteetvein),
väljapaistvus (parim auto), veatu toodang, hinnang ja
võrdlus (elukvaliteet), süsteemne eneseparandus
(kvaliteedikindlustus), vastandumist kvantiteedile
(kvalitatiivne uuring) …
Organisatsiooni kontekstis kvaliteet tõsise tähelepanu alla
viimased 20-30 aastat
Kaks aspekti: produkti/ toodangu kvaliteet, organisatsiooni
juhtimise, töökorralduse kvaliteet
Kvaliteet – väärtustatud dimensioon. Liikumine kvaliteedi
suunas – positiivne! Kvaliteet see, mida kvaliteedi puhul
mõõdetakse!
Järgnev: kvaliteediteema (äri)organisatsioonis ja kvaliteet
elus (elukvaliteet)
Kvaliteet ärimaailmas - TQM
Palju kvaliteediliikumisi, lähenemisi ja mõõtmisviise!
TQM – kvaliteedi teadvustamine
Total Quality Management (TQM) is a business management strategy
aimed at embedding awareness of quality in all organizational
processes. TQM has been widely used in manufacturing,
education, call centers, government, and service industries, as well
as NASA space and science programs.
One theory is that Total Quality Management was created as an
misinterpretation from Japanese to English since no difference
exist between the words "control" and "management" in
Japanese. TQM was first mentioned by Koji Kobayashi at
(Nippon Electrical Company) in his speech when he received the
Deming Prize in 1974.
TQM
Kõik toimingud nähtavaks, korratavaks, mõõdetavaks, igaüks teeb oma
asja parimal viisil, toimingud peavad olema ilusad! Vigadeta töö!
In Japan, TQM comprises four process steps, namely:
• Kaizen – Focuses on "Continuous Process Improvement", to make
processes visible, repeatable and measurable.
• Atarimae Hinshitsu – The idea that "things will work as they are supposed
to" (for example, a pen will write).
• Kansei – Examinating the way the user applies the product leads to
improvement in the product itself.
• Miryokuteki Hinshitsu – The idea that "things should have an aesthetic
quality" (for example, a pen will write in a way that is pleasing to the writer)
TQM requires that the company maintain this quality standard in all aspects of
its business.
This requires ensuring that things are done right the first time and that
defects and waste are eliminated from operations.
The Eight Elements Of TQM
Total Quality Management is a management approach that originated
in the 1950's and has steadily become more popular since the early
1980's. Total Quality is a description of the culture, attitude and
organization of a company that strives to provide customers with
products and services that satisfy their needs.
To be successful implementing TQM, an organization must concentrate
on the eight key elements:
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Ethics
Integrity
Trust
Training
Teamwork
Leadership
Recognition
Communication
TQM
1. Ethics - Ethics is the discipline concerned with good and bad in any
situation. It is a two-faceted subject represented by organizational and
individual ethics. Organizational ethics establish a business code of ethics
that outlines guidelines that all employees are to adhere to in the
performance of their work. Individual ethics include personal rights or
wrongs.
2. Integrity - Integrity implies honesty, morals, values, fairness, and
adherence to the facts and sincerity. The characteristic is what
customers (internal or external) expect and deserve to receive. People see
the opposite of integrity as duplicity. TQM will not work in an atmosphere of
duplicity.
3. Trust - Trust is a by-product of integrity and ethical conduct. Without trust,
the framework of TQM cannot be built. Trust fosters full participation of
all members. It allows empowerment that encourages pride ownership and
it encourages commitment. It allows decision making at appropriate levels in
the organization, fosters individual risk-taking for continuous improvement
and helps to ensure that measurements focus on improvement of process
and are not used to contend people. Trust is essential to ensure customer
satisfaction. So, trust builds the cooperative environment essential for TQM.
TQM
4. Training - Training is very important for employees to be highly productive. Supervisors are solely
responsible for implementing TQM within their departments, and teaching their employees the
philosophies of TQM. Training that employees require are interpersonal skills, the ability to
function within teams, problem solving, decision making, job management performance analysis
and improvement, business economics and technical skills. During the creation and formation of
TQM, employees are trained so that they can become effective employees for the company.
5. Teamwork - To become successful in business, teamwork is also a key element of TQM. With the
use of teams, the business will receive quicker and better solutions to problems. Teams also
provide more permanent improvements in processes and operations. In teams, people feel more
comfortable bringing up problems that may occur, and can get help from other workers to find a
solution and put into place. There are mainly three types of teams that TQM organizations adopt:
6. Leadership - It is possibly the most important element in TQM. It appears everywhere in
organization. Leadership in TQM requires the manager to provide an inspiring vision, make
strategic directions that are understood by all and to instill values that guide subordinates. For
TQM to be successful in the business, the supervisor must be committed in leading his
employees. A supervisor must understand TQM, believe in it and then demonstrate their belief
and commitment through their daily practices of TQM.
7. Communication - It binds everything together. Starting from foundation to roof of the TQM house,
everything is bound by strong mortar of communication. It acts as a vital link between all elements
of TQM. Communication means a common understanding of ideas between the sender and the
receiver. The success of TQM demands communication with and among all the organization
members, suppliers and customers.
ISO kvaliteedistandardid
organisatsioonile (juhtimisele)
ISO 9000 is a family of standards for quality management systems. ISO 9000 is
maintained by ISO, the International Organization for Standardization and is
administered by accreditation and certification bodies. Some of the requirements in
ISO 9001 (which is one of the standards in the ISO 9000 family) include
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Reflektsioon: a set of procedures that cover all key processes in the business;
Monitooring: monitoring processes to ensure they are effective;
Dokumenteerimine: keeping adequate records;
Reageerimine defektidele: checking output for defects, with appropriate and corrective
action where necessary;
Tagasiside: regularly reviewing individual processes and the quality system itself for
effectiveness; and
Püsiv eneseparandus: facilitating continual improvement
A company or organization that has been independently audited and certified to be in
conformance with ISO 9001 may publicly state that it is "ISO 9001 certified" or "ISO
9001 registered". Certification to an ISO 9000 standard does not guarantee any
quality of end products and services; rather, it certifies that formalized business
processes are being applied. Indeed, some companies enter the ISO 9001
certification as a marketing tool.
Although the standards originated in manufacturing, they are now employed across
several types of organization.
Individuaalne õppetöö ISO 9000 põhimõtete kohaselt!
Erinevus TQM-st – ei rõhuta eetikat ja rühmatööd!
Six Sigma
Six Sigma is a business management strategy, originally developed by
Motorola, that today enjoys widespread application in many sectors of
industry.
Six Sigma seeks to identify and remove the causes of defects and errors
in manufacturing and business processes. It uses a set of quality
management methods, including statistical methods, and creates a special
infrastructure of people within the organization ("Black Belts" etc.) who are
experts in these methods.
The term "six sigma process" comes from the notion that if one has six
standard deviations between the mean of a process and the nearest
specification limit, there will be practically no items that fail to meet the
specifications. This is based on the calculation method employed in a
process capability study.
In a capability study, the number of standard deviations between the process
mean and the nearest specification limit is given in sigma units. As process
standard deviation goes up, or the mean of the process moves away from
the center of the tolerance, fewer standard deviations will fit between the
mean and the nearest specification limit, decreasing the sigma number.
Six Sigma = 3.4 DPMO = 99.9997% efficiency
Six Sigma näide: DMADV
Tegevuse dekonstruktsioon!
DMADV is used to create new product or process designs.
The basic methodology consists of the following five steps:
• Define design goals that are consistent with customer demands and the
enterprise strategy.
• Measure and identify CTQs (characteristics that are Critical To Quality),
product capabilities, production process capability, and risks.
• Analyze to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
• Design details, optimize the design, and plan for design verification. This
phase may require simulations.
• Verify the design, set up pilot runs, implement the production process and
hand it over to the process owners.
DMADV is also known as DFSS, an abbreviation of "Design For Six
Sigma".
Six Sigma: kvaliteedikindlustuse
professionaliseerumine
One of the key innovations of Six Sigma is the professionalizing of quality
management functions.
Six Sigma identifies several key roles for its successful implementation.
• Executive Leadership includes the CEO and other members of top management.
They are responsible for setting up a vision for Six Sigma implementation. They also
empower the other role holders with the freedom and resources to explore new ideas
for breakthrough improvements.
• Champions are responsible for Six Sigma implementation across the organization in
an integrated manner. The Executive Leadership draws them from upper
management. Champions also act as mentors to Black Belts.
• Master Black Belts, identified by champions, act as in-house coaches on Six Sigma.
They devote 100% of their time to Six Sigma. They assist champions and guide Black
Belts and Green Belts. Apart from statistical tasks, their time is spent on ensuring
consistent application of Six Sigma across various functions and departments.
• Black Belts operate under Master Black Belts to apply Six Sigma methodology to
specific projects. They devote 100% of their time to Six Sigma. They primarily focus
on Six Sigma project execution, whereas Champions and Master Black Belts focus
on identifying projects/functions for Six Sigma.
• Green Belts are the employees who take up Six Sigma implementation along with
their other job responsibilities. They operate under the guidance of Black Belts
Haridus ja kvaliteet
• Tõsiseks teemaks 1990datel. Areng järgib sama
loogikat, kuidas kvaliteediparadigma jõudis
äriorganisatsioonidesse
• Arenguetapid: rahulolematus (massiharidus), väline
kontroll (akrediteerimine), ühised standardid (standards
and guidelines), rahvusvaheline kontroll ja pingeread
(agentuur), sisemised mehhanismid (eneseparandus),
kvaliteedikultuur (sisemine norm)
• Analoog tsiviliseerumisega – normi internaliseerumine.
Kui kaugele erinevad eluvaldkonnad (äri, meditsiin,
haridus, riigikaitse) on (kvaliteedi) arengus jõudnud?
Praktilised sammud hariduses
• Akrediteerimissüsteemid alates 1990date
algusest
• European Standards and Guidelines 2005
• Eestis: 1200 õppekava aastatel 1997-2008
• Mõjuanalüüs BV: palju energiat, tulemus
tagasihoidlik
• Eesti uus süsteem: üleminekuhindamine +
tagasisidele orienteeritud kvaliteedihindamine
• Kontroll vs kvaliteedikultuur
Elukvaliteet
• Teemaks 1970datel, koos heaoluühiskonnaga.
Väärtuspilt eemale ellujäämisvajadustest,
päevakorrale vaba aeg, eneserealisatsioon, hea
elu, elu mõte …
• Väliste näitajate (sissetulek, eluiga,
elamistingimused) kõrvale subjektiivne pilt ja
hinnang toimuvale
• Elukvaliteet kui loend nn hea elu tunnustest või
kui ootuste ja võimaluste suhe? Välispilk ja
sisemine hinnang.
• Vangi, miljardäri ja kindrali elu kvaliteet!?
Mercer: linnaelu kvaliteet
Linn kui organisatsioon!
Mercer
is the global leader for trusted HR and related financial advice, products and
services. In our work with clients, we make a positive impact on the world
every day. We do this by enhancing the financial and retirement security,
health, productivity and employment relationships of the global workforce.
Mercer has more than 18,000 employees serving clients in over 180 cities and
40 countries and territories worldwide.
http://www.mercer.com/referencecontent.htm?idContent=1128060#top50all
Välised tunnused!
What makes one person's quality of life better or worse cannot be
quantified in an objective index. Therefore, Mercer's Quality of
Living report reflects only the tangible aspects of living in a city on expatriate
assignments, and leaves the question of the quality of one's life to those
living it!
Mercer: 39 key quality of living determinants,
grouped in the 10 categories:
•
Political and social environment (political stability, crime, law enforcement, etc)
•
Economic environment (currency exchange regulations, banking services, etc)
•
Socio-cultural environment (censorship, limitations on personal freedom, etc)
•
Health and sanitation (medical supplies and services, infectious diseases, sewage, waste
disposal, air pollution, etc)
•
Schools and education (standard and availability of international schools, etc)
•
Public services and transportation (electricity, water, public transport, traffic congestion, etc)
•
Recreation (restaurants, theatres, cinemas, sports and leisure, etc)
•
Consumer goods (availability of food/daily consumption items, cars, etc)
•
Housing (housing, household appliances, furniture, maintenance services, etc)
•
Natural environment (climate, record of natural disasters)
worldwide Quality of Living Survey
Mercer Human Resource Consulting 2007 Top 50 Base City: New York, USA (=100)
Rank 2007
1 ZURICH Switzerland
108.1
2 GENEVA Switzerland
108.0
3 VANCOUVER Canada
107.7
4 VIENNA Austria
107.7
5 AUCKLAND New Zealand
107.3
6 DUSSELDORF Germany
107.3
7 FRANKFURT Germany
107.1
8 MUNICH Germany
106.9
9 BERN Switzerland
106.5
9 SYDNEY Australia
106.5
11 COPENHAGEN Denmark
106.2
12 WELLINGTON New Zealand 105.8
13 AMSTERDAM Netherlands 105.7
14 BRUSSELS Belgium
105.6
15 TORONTO Canada
105.4
16 BERLIN Germany
105.2
17 MELBOURNE Australia
105.0
18 LUXEMBOURG Luxembourg 104.8
18 OTTAWA Canada
104.8
20 STOCKHOLM Sweden
104.7
21 PERTH Australia
104.5
22 MONTREAL Canada
104.3
23 NURNBERG Germany
104.2
24 DUBLIN Ireland
103.3
25 CALGARY Canada
103.6
26 HAMBURG Germany
103.6
Rank 2006
108.22
108.13
107.73
107.55
107.35
107.27
107.08
106.89
106.59
106.511
106.212
105.813
105.714
105.615
105.416
105.117
105.018
104.818
104.820
104.721
104.522
104.323
104.124
103.827
103.624
103.426
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
27 HONOLULU, HI USA
28 SAN FRANCISCO, CA USA
29 ADELAIDE Australia
30 29 HELSINKI Finland
31 OSLO Norway
31 BRISBANE Australia
33 PARIS France
34 SINGAPORE Singapore
35 TOKYO Japan
37 LYON France
36 BOSTON, MA United States
37 YOKOHAMA Japan
39 LONDON United Kingdom
40 KOBE Japan
44 BARCELONA Spain
45 MADRID Spain
51 OSAKA Japan
41 WASHINGTON, DC United States
41 CHICAGO, IL United States
43 PORTLAND, OR United States
53 LISBON Portugal
46 NEW YORK CITY, NY United States
51 MILAN Italy
47 SEATTLE, WA United States
103.3 103.329
103.2 103.230
103.1 103.1
103.1 103.132
103.5 102.827
102.8 102.833
102.7 102.734
102.5 102.535
102.3 102.336
101.9 101.636
101.9 101.938
101.7 101.639
101.2 101.240
101.0 101.041
100.6 100.242
100.5 100.142
100.5 99.644
100.4 100.444
100.4 100.446
100.3
100.347
100.1
98.948
100.0
100.049
99.9
99.649
99.9
99.9
The Economist Intelligence Unit
Economist – analoog Mercer’ile. Linnade elamisväärsus!
•
The Economist Intelligence Unit’s quality of life index is based on a unique
methodology that links the results of subjective life-satisfaction surveys
to the objective determinants of quality of life across countries. The
index was calculated in 2005 and includes data from 111 countries and
territories
Subjektiivne + objektiivne pilt!
Elukvaliteedi näitajad:
• The survey uses nine quality of life factors to determine a nation's score.
They are listed below including the indicators used to represent these
factors:
• Health: Life expectancy at birth (in years.) Source: US Census Bureau
• Family life: Divorce rate (per 1,000 population), converted into index of 1
(lowest divorce rates) to 5 (highest). Sources: UN; Euromonitor
Economist: cities liveabilty
•
The Economist Intelligence Unit: Quality of
life index
• Community life: Dummy variable taking value 1 if country has
either high rate of church attendance or trade-union membership;
zero otherwise. Source: World Values Survey
• Material well being: GDP per person, at PPP in $. Source:
Economist Intelligence Unit
• Political stability and security: Political stability and security
ratings. Source: Economist Intelligence Unit
• Climate and geography: Latitude, to distinguish between warmer
and colder climes. Source: CIA World Factbook
• Job security: Unemployment rate (%.) Source: Economist
Intelligence Unit
• Political freedom: Average of indexes of political and civil liberties.
Scale of 1 (completely free) to 7 (unfree). Source: Freedom House
• Gender equality: measured using ratio of average male and female
earnings. Source: UNDP Human Development Report
Quality of life index, 2009
Allikas: Economist Intelligence Unit
http://en.wikipedia.org/wiki/Quality-of-life_index
1 Ireland
2 Switzerland
3 Norway
4 Luxembourg
5 Sweden
6 Australia
7 Iceland
8 Italy
9 Denmark
10 Spain
11 Singapore
12 Finland
•
8.333
8.068
8.051
8.015
7.937
7.925
7.911
7.810
7.797
7.727
7.719
7.618
13 United States
14 Canada
15 New Zealand
16 Netherlands
17 Japan
18 Hong Kong
19 Portugal
20 Austria
58 Romania
59 Venezuela
60 China
7.615
7.599
7.436
7.433
7.392
7.347
7.307
7.268
6.106
6.090
6.084
Quality of life index, 2005
Allikas: Economist Intelligence Unit
http://en.wikipedia.org/wiki/Quality-of-life_index
61
62
63
64
65
Vietnam
Bahrain
Lithuania
Jamaica
Morocco
6.081
6.036
6.034
6.023
6.019
66
67
68
69
Latvia
Oman
Estonia
Pakistan
6.009
5.917
5.906
5.230
98 Ukraine
99 Moldova
100 Belarus
101 Uganda
102 Turkmenistan
103 Kyrgyzstan
105 Russia
5.033
5.010
4.978
4.879
4.870
4.846
4.796
108
109
110
111
4.505
4.495
4.090
3.892
Nigeria
Tanzania
Haiti
Zimbabwe
The Economist Intelligence Unit’s quality-oflife index, 2005
Kokkuvõtteks
• Organisatsiooni hindamise kriteeriumid: sotsiaalne
vastutus, kvaliteet, innovaatilisus … ja nende sarnane
arenguloogika: teadvustamine – tähtsustamine –
mõõtmine – järjestamine - mõjutamine
• Kvaliteet – universaalne ja rõhutatult mitmetähenduslik
mõõdupuu. Organisatsioonide puhul: produkti ja
tegevuse kvaliteet, sisepilk ja välispilk, kvaliteet kui surve
ja kvaliteet kui sisemine norm
• Kvaliteedimõõdikud, kvaliteedijärjestused, sisusse
süüvimine ja skeptiline pilt
• Võrreldes HDI-ga – kõik veel ühtse lähenemise otsimise
staadiumis