In Ogden et al$.(2010),$ find Baldrige Core Values and Concepts $($p$.23)$ in the literature review, and read on the first nine topics, finishing at social responsibility. Then consult your current Baldrige guide $($Baldrige Performance Excellence Program, $2023),$ and read on the homologous topics under Core Values and Concepts $($p$.38).$ You will notice some evolution between Ogden et al$.(2010)$ and the current Baldrige guide. In addition, of course, Ogden et al$.(2010)$ have applied each area to supply chain management specifically.This week, we will use the Discussion Board to address the Baldrige criteria from the perspectives of human$-$resource development $($HRD$)$ and the measurement of processes and outcomes. Accordingly, each choice of topical discussion presented below will address one of these associated topics.Terminological note $1$: To operationalize a phenomenon of any kind means to devise a practical way to measure it $($i$.$e$.,$ to adopt a metric for it$).$ Organizations typically operationalize customer service, for example, in terms of surveys. Using the Taguchi principle, one may operationalize process efficiency in terms of cycle time variation, in that the smaller the variation, the greater is the efficiency $($cf$.$ Six Sigma methodology$).$ The measurement$-$oriented items in the question list below will regularly refer to operationalization.Terminological note $2$: The organizations task environment consists of all external entities that have a direct impact on the organization, including current suppliers, current customers, current competitors in the industry, and applicable regulatory authorities $($Bourgeois$,1980).$ By comparison, the general environment consists of all external entities and parties with an indirect impact on the organization, notably people and communities of all kinds. The general environment is important for understanding corporate social responsibility.Select an Area to Discuss#$1.$ Visionary leadership $($HRD$).$ For Deming, a visionary leader effectively translates ideas into processes, contrary to the simpler idea of a charismatic soul who can inspire and motivate others. What is the visionary leaders responsibility in terms of building employee engagement?#$2.$ Customer$-$driven excellence $($measurement$).$ Ogden et al$.$s $(2010)$ terminology, reflecting an earlier edition of the Baldrige criteria, elevates the customer to the dominant role in the leaders translation of customer voice into operations. The current Baldrige criteria have rephrased the term to return the emphasis to the leaders role in actively pursuing the voice of the customer. Implicit in this change is the sense of the organizations adherence to its stated purpose versus inadvertently letting customers pull the organization away from that purpose. With this tension in mind, operationalize customer$-$driven excellence as a quality management criterion.#$3.$ Organizational and personal learning $+$ Agility $($HRD$).$ This item incorporates two sections in Ogden et al$.(2010).$ Organizational learning is more than merely a matter of ensuring that every employee is learning. Rather, the organization itself must learn. To comprehend this proposition, one must take a systems perspective in visualizing the organization. Knowledge management is a logical corollary in this view. In terms of HRD$,$ how can one determine whether an organization is actually learning?#$4.$ Valuing employees and partners $($HRD$).$ Leaders in organizations often confidently announce that they value their employees and partners. However, the matter of turning a potential platitude into meaningful action is a substantive challenge, which few organizations manage to meet. How may leaders translate the exhortation to value employees and partners into observable processes?#$5.$ Focus on the future $($measurement$).$ Ogden et al$.$s $(2010)$ phraseology, from a former edition of the Baldrige criteria, may inadvertently encourage organizations to overlook short$-$term goals. The current Baldrige criteria have rephrased the term to balance short$-$term and long$-$term efforts, given that customers and other stakeholders constantly place both short$-$ and long$-$term demands on the organization. With this change in mind, operationalize focusing on the future as a quality management criterion.#$6.$ Managing for innovation $($measurement$).$ Managing for innovation connotes processes that affect processes. The organization contrives rules and routines whose specific goal is to identify when and how to alter current production or service steps to adapt to the logic of the changing external task environment $($i$.$e$.,$ fluctuating resource availability and evolving customer voice$).$ Operationalize managing for innovation as a quality management criterion.#$7.$ Management by fact $($measurement$).$ Managing by fact means insisting that ones decisions have the benefit of objectively generated data of some kind rather than merely one leaders self$-$confidence and intuition or the fallacy of collective assent to untested and unanalyzed strategies. To measure the practice of managing by fact, one must find ways to measure the extent to which ones decisions use data rather than opinion $($Summers$,2018).$ Try to operationalize managing by fact as a quality management criterion.#$8.$ Social responsibility $($HRD$).$ Social responsibility refers to proactively promoting desirable ends for people and communities outside ones organization. Thus, the context is the general environment rather than the task environment. It suggests augmenting the organizations core purpose with a broader conception that envelops a larger, more externally oriented, domain of interest. How might an organizations leaders combine social responsibility with employee engagement?As always, clearly indicate your selected item first, by indicating the number.