How a multi-cycle action research project carried out in an organizational system is related to, yet distinctly different from, an improvement-oriented capstone study
Organizational systems are usually revoked to give the desired end-results. In the process, tasks to be executed are planned, resources allocated and the personnel to execute the duties chosen. For the basic reason of achieving the set objectives out of organizational processes, more or less techniques are used. This is the reason behind the argument that organizational theorists to compare very different organizations can use different system models. (“What’s the Difference between a System and a Process?” n.d.)
In one hand, multi-cycle action models are aimed at arriving at a desired result, via the continuous use of repeated steps, with plan formulations in each step. In attaining well-coordinated and fully functional organizational process, a multi-cycle action model calls for the adjustment of plans in each step of the way.
On the other hand, improvement oriented models are purely based on previously conducted evaluations, to determine the most suitable and preferred organizational process. Despite the procures involved, the results are similar to those desired while using the multi-cycle approach. For this reason, two different organizations and organizational processes can be explained using the two very different models.
Description of each of the Baldrige and AQIP programs as system improvement agencies
In general, the Baldrige framework is a tool that enables organizations to effectively manage all organizational componentsas one front.(“About the Baldrige Excellence Framework (Education),” 2017)The framework assumes the existence of an organization as a single organ. With this kind of approach, organizational processes can effectively be managed, with a close observation on each organ. Thus, this framework is often viewed as an improvement agency. The frmawork can exist as Baldrige Excellence framework for Education and Baldrige Excellence programs, which are for the purpose of goals/objectives attainments and business profits sustainability respectively. (National Institute of Standards and Technology. (2014).
The difference between KPIs and System processes
KPIs are a set of criteria used for the purposes of describing the overall performance of systems. In the KPIs, the met or achieved objectives of the system are not the only concerns. The entire process is considered in this criterion, right from the raw resources to the final products expected from the organizational processes. System processes are the coordinated organs of an organization, perfectly put together to enable the realization of organizational goals and objectives. In system processes, it is acknowledgeable that organizations exist in segmentations, which can be put together to achieve a desired goal. This also plays out in the case of a certain production like, in an organizational set up. In terms of study, the two presented terminologies are different. KPIs are majorly focused on the overall organizational processes, taking keen monitoring on the coordination, execution and attainment of the end-results. The study of organizational processes deals with how different organizational organs relate to achieve set organizational goals and objectives. (“Organizational Process,” n.d.)
National Institute of Standards and Technology. (2014). about the 2013–2014 Baldrige criteria for performance excellence. Retrieved from http://www.nist.gov/baldrige/publications/archive/2013_2014_bus_about.cfm
About the Baldrige Excellence Framework (Education). (2017, January 12). Retrieved from https://www.nist.gov/baldrige/about-baldrige-excellence-framework-education
The Organizational Process. (n.d.). Retrieved from https://www.cliffsnotes.com/study-guides/principles-of-management/creating-organizational-structure/the-organizational-process
What is the Difference between a System and a Process? (n.d.). Retrieved from https://www.business2community.com/small-business/whats-difference-system-process-01242055#SCdmdRhJmbhijjM8.97