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cant variable in uencing the study s result. Counterintuitively, top performers don t use disincentives for business travel leaving it to the discretion of employees as to the most effective use of their time and company resources. It s not just about green technology adoption but about green practices and management attitudes that in uence corporate culture on questions like encouraging public transit and tele-working. There are numerous methods to investigate whether customers are satis ed with an organization, products, and the service offered. Common methods are

Face-to-face interviews; as customers enter or leave your facility or store or of ce,

You will see a black crusty oxide form on top of the copper plate. If you leave the plate to cool slowly, the crusty layer should become fairly fragile and separate easily from the underlying copper. When you have allowed the plate to cool thoroughly, give the plate a firm bang edge-on to a hard surface. Some of the oxide will pop off. Rub the oxide gently with your fingers under a tap, and

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ow more than ever, corporations the world over are scrambling to redefine the processes, techniques, and strategies they need to survive in an age of uncertainty. The sterling stocks of the 1990s, tarnished by world strife, ethical aberrations, miscalculation, and complacency, are in need of a new framework for survival. Praveen Gupta provides just that by merging two powerful performance improvement processes, Six Sigma and the Balanced Scorecard, to create Six Sigma Business Scorecard. I worked with Praveen at Motorola University for several years. His experience there, at other parts of Motorola, and AT&T Bell Laboratories before that, and his current role as a Six Sigma performance consultant make him well qualified to comment on the fluid approaches needed in our constantly changing corporate climates. Both Six Sigma and the Balanced Scorecard have been used historically to manage functions and operations. By blending these processes, Praveen takes their power to the next level, challenging us to redirect our use of these tools to the measurement of the value-added activities of our efforts. Rather than purely statistical processes, Praveen provides a roadmap for improving profitability and involving employees intellectually, by demanding dramatic improvement from organization leaders. By implementing the tools offered in Praveen s model, the reader should expect more than process improvement and

them after their visit and ask how satis ed they are. Mail customers a questionnaire. E-mail them a customer satisfaction survey. E-mail customers an invitation to take a customer satisfaction survey. Partner with a market research rm to gather and collect data.

Following are some commonly asked questions related to business and environmental performance perception:

How satis ed are you with the purchase you made (of a product or service) How satis ed are you with the service you received How satis ed are you with the company overall How do you rate the environmental image of the company And ask the customer loyalty questions, such as How likely are you to buy from us again How likely are you to recommend our product/service to others How likely are you to recommend our company to others Also ask what the customer liked and didn t like about the product, your service, and your company.

Often an essential component of organizational training and development, employee attitude surveys provide a picture of an organization s needs. These surveys can be used to solicit employee opinions on a variety of issues such as the company s success in communicating its mission to employees, or local issues such as quality of the working environment. These surveys often contain a series of multiple-choice items grouped along one or more dimensions of the organization. The types of items included in these surveys may concern areas such as

To establish a meaningful vision for the company, the leadership team must consider its personal objectives for the company in other words, what the company will look like after those objectives have been achieved and what the leadership plans to do for the company in the coming years The leadership team should consider the impact of its actions on the stakeholders (ie, employees, customers, suppliers, and shareholders) Leaders should also discuss the company s growth objectives and what resources and changes might be necessary to achieve that growth rate Finally, the leadership team should consider the global competitive environment, required rate of improvement, and resources All these factors taken together will provide a sense of urgency and identify the efforts required to achieve such goals Remember, the goals should not be easy to achieve.

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