• Klaus J. Zink
  • Andreas Schmidt


Assessing a company is (again) getting more and more important, not only because of the increasing relevance and acceptance of international quality awards (together with the implementation of Management by Objectives (MbO) at IBM and General Motors (GM), systematic and regular assessments of the management were already known as an important approach in the 1930s. Peter Drucker mentioned - based on his examinations of the GM management system - already in 1954 in his publication ‘The Practice of Management’ the terms MbO and Self Control) (Odiorne, 1980). Thus, the Malcolm Baldrige National Quality Award (United States Department of Commerce, 1995), the European Quality Award (European Foundation for Quality Management, 1995) and the Deming Prize (Juse, 1986) demand that all quality endeavors are being checked and improved regularly by management. The ISO 9000 series - an assessment-system for quality management systems - also includes at least one management review within the QM element ‘Responsibility of Management’. One of its central themes is to assess the progress and adequacy of the quality policy and the goals set by top management (Deutsches Institut für Normung, 1992). Those systems do not explicitly demand a Self-Assessment and only the European Foundation for Quality Management is supplying ‘concrete tips’ for the execution of a Self-Assessment (European Foundation for Quality Management, 1995, pp. 28-64).


Quality Management Customer Satisfaction Project Schedule Business Unit Corporate Policy 
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© Kluwer Academic Publishers 1998

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  • Klaus J. Zink
  • Andreas Schmidt

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