Rieff Schramm and Kanter is a real estate law firm that opted for restructuring from one attorney for a paralegal to many attorneys for every paralegal so as to facilitate speedy solving of their cases. However, this was not enough since the organization also opted for change within the organization through the implementation of baldridge quality criteria, balanced scorecard and six sigma. (Prasad M, 2006, p. 578) Baldridge Quality Criteria
This allows organizations to use an incorporated approach to organizational performance administration that results in the deliverance of ever improving value to its clientele and stakeholders which will contribute to the organization’s sustainability; the enhancement of overall organizational efficiency and capabilities and last but not least, both organizational and individual learning. (Leonard D, 2007, p. 72) The baldrige criteria for performance distinction provides a systems perspective for understanding performance administration.
They mirror validated, leading edge organization practices against which an association can gauge itself. (Leonard D, 2007, p. 76) The use of goal setting model helps develop these goals in the sense that the goal setting process facilitates expansion, compromise and establishment of targets that usually challenge both the individual and the organization. It then follows that both the individuals and the organization endeavor to achieve their goals thereby if goals are set up properly, then their performance ought to increase.
Therefore in the case of Rieff Schramm and Kanter, restructuring would facilitate enhancement of work culture within the organization thereby leading to human resources being optimistic towards their work which ultimately would facilitate high work orientation thus achieving their learning goal of working under any attorney. (Prasad M, 2006, p. 578) Balanced Scorecard This is a performance management instrument that helps focus on managers’ concentration on strategic issues and the administration of the implementation strategy. (Niven P, 2005, p. 88)
This strategy was implemented in order to advance organizational performance by measuring what matters. For instance in our case, restructuring was necessary so that every paralegal would work with many attorneys in order to solve cases of their clients in a speedy manner. (Niven P, 2005, p. 92) More to this is that balanced scorecard would prioritize projects and improve communication of the organization’s mental picture and strategy. It provides response around both the interior commerce processes and exterior outcomes in order to incessantly improve tactical performance and results. (Miner J, 2005, p.
97) Therefore, goal setting model would enable Rieff Schramm and Kanter align company strategy with individual worker performance so as to better harness the authority of their labor force. They would also center on the organizational accomplishment rather than individual achievement in terms of examining the financial viewpoint. For instance; Rieff Schramm and Kanter restructuring strategy attributed to minimal cost and contributed to the bottom-line enhancement of the organization whereby the paralegal’s attitudes were more optimistic and they didn’t find any difficulty working with any attorney.
This has brought about development and expansion of the organization thereby contributing to increased sales volume and expansion revenues within Rieff Schramm and Kanter. (Miner J, 2005, p. 99) Six Sigma This is a commerce management strategy that seeks to recognize and eliminate the causes of defects and errors in industrialized and business processes. It makes use of a set of quality administration methods as well as arithmetical methods and creates a special infrastructure of individuals within the association who are experts in these methods.
Every Six Sigma scheme carried out within an association follows a defined series of steps and has quantified monetary targets such as cost reduction or income augment. (Schutta J, 2005, p. 104) The use of goal setting model in Rieff Schramm and Kanter would facilitate enhancement through the execution of six sigma strategy in the sense that it would describe the process enhancement goals that are reliable with the clientele demand and the enterprise policy.
Therefore human resources at all levels of the organization would have an obvious visibility into how their work impacts organizational accomplishment thereby enhancing their accountability and engagement. (Schutta J, 2005, p. 106) Moreover, Rieff Schramm and Kanter went through a change process whereby they shifted from ‘silos’ structure that allowed one attorney for a paralegal to a number of attorneys thereby leading to engagement amongst the employees who were more optimistic and grateful for the implementation that resulted to minimum cost and generated a lot of revenue thereby enhancing incremental development within the organization.
(Prasad M, 2006, 578) Conclusion The implementation of baldridge quality criteria, balanced scorecard and six sigma would take Rieff Schramm and Kanter to another different level in terms of setting their goals and working towards achieving them through ensuring that the development of team goals are elected with rewards for attainment allocated among the team members on a prearranged share basis. REFERENCE LIST Leonard. D (2007) the Executive Guide to Understanding and Implementing the Baldridge Criteria, American Society for Qualit Publishers.
ISBN: 087389717X. Miner. J (2005) Organizational Behavior I: Essential Theories of Motivation and Leadership, McGraw-Hill Publishers. ISBN: 0074711555. Niven. P (2005) Balanced Scorecard Diagnostics: Maintaining Maximum Performance, John Wiley and Sons Publishers. ISBN: 0471746908. Prasad. L. M (2006) Organizational Behavior, Delhi: Sultan Chand & Sons. Schutta. J (2005) Business Performance through Lean Six Sigma: Linking the Knowledge Worker, American Society for Qualit Publishers. ISBN: 0873896580.