World-Class Research and Development Characteristics for an Army Research, Development, and Engineering Organization (1996) / Chapter Skim
Currently Skimming:
3. WORLD-CLASS ARMY RESEARCH, DEVELOPMENT, AND ENGINEERING
3. WORLD-CLASS ARMY RESEARCH, DEVELOPMENT, AND ENGINEERING
Pages 21-30
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 21... ...
a customerfocusect, empowered, innovative work force operating in an open, productive, and supportive environment (Business Plan, 1995~. iGeneral references for this chapter are: Brown and Gobeli, 1992; Dimancescu, 1991; Hodgetts, 1993; Luthans, 1993; Luthans et al., 1995; Matheson et al., 1994; McArthur, 1994; McGill et al., 1992; Ransely and Rogers, 1994; and Senge, 1990.
|
From page 22... ...
Although all organizations seeking to compete on a worId-ciass level must concentrate on core competencies ant! must maintain a strong focus on customer needs, the current environment reinforces these imperatives for organizations like the Natick RDEC.
|
From page 23... ...
that the major components of a woric3-ciass R&D organization are a clemonstrated commitment, the five pillars, and the competitive advantages (see Figure 2-1~. As discussed in Chapter 2, the committee believes that a demonstratect
|
From page 24... ...
However, the committee believes that the five pillars associated with a worIcI-cIass R&D organization in Chapter 2 are 3Commitment can be, and will be, measured in a very practical sense by the methods that appear later in this report. Achievement of world-class performance will necessitate an organizational focus on many concrete elements (e.g., obtaining and keeping high-quality personnel, satisfying customers, providing superior leadership, monitoring outside endeavors for solutions to problems, and stressing organizational learning)
|
From page 25... ...
Customer satisfaction and customer involvement are crucial to success; For an Army RD&E organization that has DoD-wicle responsibilities, market diversification from Army-unique products to products that satisfy multicustomer (i.e., multiservice, other fecleral agencies, and U.S. allies)
|
From page 26... ...
. Also included are the current operating structure, which determines how the enterprise is organized; how computer links are created between military scientists and engineers and with outside sources; support services that are part of the RD&E network; safety and regulatory compliance as they relate to various resources; and the external support system available to research staff for specialized assistance (e.g., outside vendors, contractors, and the academic community)
|
From page 27... ...
So there must be a proper 7The American Heritage Dictionary of the English language defines stakeholder as tone who has a share or an interest, as in an enterprise." In the context of an Army RD&E organization, stakeholders include both internal and external customers as well as interested parties who do not use the products of the RD&E organization directly.
|
From page 28... ...
Greater value may be assigned to RD&E programs that have historically enjoyed higher customer satisfaction, and this value may translate into a strong argument for stabilizing RD&E funding. Quality Focus Pillar Quality is a distinctive attribute of a gooc!
|
From page 29... ...
1992. American Heritage Dictionary of the English Language.
|
From page 30... ...
1994. Beyond Total Quality Management.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.