“Ultimately, the path chosen was to begin approaching these stakeholders with more of a partnership mentality. So as the College began to embrace the Baldrige model in late 2002, its accountability approach changed more to one where it decided to take primary responsibility for its own achievement, raising the bar (in a sense) above what any external stakeholder would have expected, much less what they would have demanded. As this new model evolved, the College then began educating these outside groups of its goals and its progress, making sure to note that while that group may have expected a certain level of performance, Monfort College of Business was actually thinking of a performance level much higher. The result for most of these groups was that they were then freed up from their previous role as police person or quality assurance officer and could then transition to more of a College partner role.”
This paper explores the 20-plus-year performance excellence journey of the Monfort College of Business. A qualitative case study approach has been used to identify and describe the key factors and practices that have led to success, including the Malcolm Baldrige National Quality Award in 2004. A proposed model links the key enablers with program design and delivery and program management and improvement to the associated results. This causal network is proposed as a system that has led to Monfort’s ever-improving results. | Download Article
You might also be interested in the slides from a related lecture – University of South Carolina Upstate, William S. Moore Memorial Lecturer in Business, School of Administration & Economics, Performance Excellence in Higher Education: A Business School’s Journey, Spartanburg, South Carolina. | Download Presentation
Alexander, J. F., Jares, T. E., & Latham, J. R. (2007). Performance excellence in higher education: One business school’s journey. Palmetto Review, 10, 12.