Design and implementation of the organizational excellence model based on the EFQM method مقالة

خلاصة:

Every day, the complexity of business operations and communications with stakeholders—including customers, shareholders, managers, employees, suppliers, government, economic and social institutions, and society—is increasing. Evaluating organizational performance and current status and identifying areas for improvement to survive in an increasingly competitive environment requires a structured framework that can analyze various factors in a dynamic relationship and continuously measure them against environmental conditions. At the beginning of the 20th century, it seemed that inspecting products and ensuring quality and product feature compliance with desired specifications was sufficient for victory in the competitive arena. After World War II, the development of complex quality control systems and methods introduced a more superior and sophisticated level of management tools; however, the increasing competition in markets soon showed the need for more efficient tools. In response to this need, quality assurance systems, and subsequently quality management and corresponding global standards, emerged. Total Quality Management is considered an advanced stage of human efforts in this field and is the most complex tool arising from the evolution of various efforts in the field of management and productivity enhancement. Organizational excellence models, on one hand, provide a framework for evaluating and measuring current performance and status and identifying areas for organizational improvement and excellence, and on the other hand, serve as a map and guide for organizations to address all influencing factors, find strengths, and identify areas for improvement. These models enable the identification of the best and most successful experiences and create effective ways to transfer and extend these experiences to other organizations. In this way, a suitable foundation for enhancing managerial capacity at the societal level and public efficiency is realized. A look at the fundamental values and concepts of the organizational excellence model in Iran, which is derived from united European efforts and experiences, shows that the core and most key business concepts are addressed in this model. (Figure 1-1) (refer to page image) Diagram 1-1-Organizational Excellence Model Cycle. Organizational excellence models provide appropriate answers to these questions: What kind of organization is a top organization? What goals and concepts does it pursue? What is its vision and how does it want the future to be? What values govern its behavior and what criteria does it have for measurement? Each of the above concepts can open multiple windows for fundamental transformation in organizations and the enhancement of their performance. At a glance, it can be understood that excellence in these models lies in achieving results that satisfy all organizational stakeholders and create desirable values for them. It focuses on identifying and meeting customer needs, emphasizes visionary, inspiring, and stable leadership, and recognizes it as a vital matter for organizational alignment based on a clear vision consisting of specific goals and sublime and inclusive values; it emphasizes creating effective management through a set of systems and processes based on facts. Although everyone speaks of the key importance of human resources, these models seek to maximize the active and effective participation of employees in organizational leadership. They challenge the status quo, develop creativity, and promote the creation of a learning organization. They address the fact that excellence is not possible in a world moving toward market integration without developing and maintaining cooperation to create more added value, and they emphasize the organization's social responsibility as the secret to longevity. These concepts are raised in most management discussions, but without having specific, logical, and efficient criteria for scoring and without emphasizing results, one cannot expect that applying these guidelines will lead to the improvement of organizational performance—a complaint that business managers always raise regarding management issues. The superiority and efficiency of organizational excellence models lie in their evaluation criteria. Desirable industrial performance depends on the success of industrial enterprise performance, and the performance of industrial enterprises is influenced by two groups of factors: external and internal, both of which must be analyzed in their respective places. Although business managers can influence external factors to a limited extent, what is mostly at their disposal are internal factors. Furthermore, even if all external factors are appropriate, if the organization is weak from within, it cannot demonstrate proper performance. Therefore, it is essential that business managers have an image of the major weaknesses of the group under their supervision so that, based on this and with knowledge of the main orientation of the industrial development strategy centered on competitiveness which affects the enterprise's performance from the outside, they can address the weaknesses. For this image to be created by the enterprise itself and to bring organizational insight and vision, a self-assessment model is needed. Today, given the experiences of successful companies and the theories of thinkers, various models for self-assessment, diagnosis, and achieving organizational excellence have been presented. Using these models, known as excellence or organizational excellence models, as a framework for the intended preparation, not only provides necessary insight to the management team on a macro scale but also provides a detailed map for individuals within the organization so that they too can play their roles correctly and timely on the path to excellence. In other words, assessment is like a mirror, showing what truly exists. Consequently, the following items are generally considered a set of policies that, on an enterprise scale, can lead to the realization of the competitiveness goal.