Implementation Of Business Excellence Model: A Case Study .
Implementation of Business Excellence Model: A Case Studyof UAE Public Sector OrganisationA thesis submitted to the University of Manchester for the degree of PhD in the Facultyof Humanities2012ALI ABDULLA AL GHUFLISchool of Environment and DevelopmentInstitute for Development Policy and Management1
TABLE OF CONTENTSABSTRACT . 10DECLARATION . 11COPYRIGHT STATEMENT . 12ACKNOWLEDGEMENTS . 13LIST OF ABBREVIATIONS . 141Chapter One: Introduction . 151.1Introduction . 151.2Background to the research . 151.3Research problem . 161.4Research aim . 191.5Research questions . 191.6Research objectives . 191.7The significance of the study. 201.8Organisation of the thesis . 202Chapter Two: The UAE Context . 222.1Introduction . 222.2General background . 222.3The nature of public sector organisations in UAE . 232.4Public sector reform in the UAE . 242.5Movement towards excellence in the UAE . 272.6The case setting: The Abu Dhabi Police . 292.6.12.7An overview of the Abu Dhabi Police . 29Organisational structure of the ADP . 312.8ADP administrative reforms . 312.9Chapter summary . 353Chapter Three: Theoretical background to TQM and BEM . 363.1Introduction . 363.2Strategic overview of TQM . 363.3Philosophy and definition of quality . 372
3.4The concept of TQM . 383.5Elements and critical success factors of TQM . 393.6BEM as TQM framework. 433.6.13.6.23.6.33.7Deming Prize . 44The Malcolm Baldrige National Quality Award . 45European Foundation for Quality Management . 48Abu Dhabi Award for Excellence in Government Performance . 503.7.13.8The ADAEP model . 51Comparison between the BEMs . 523.9Chapter summary . 544Chapter Four: Framework of the Study . 554.1Introduction . 554.2The impact of BEM implementation on organisational performance . 554.3Importance of the BEM implementation process . 584.4Issues relating to BEM implementation . 594.5Key influential factors for successful BEM implementation . 84.6Top management commitment . 62Setting a shared long-term vision . 65Understanding the use and purpose of the BEM . 67Establishing an excellence steering committee. 69Stimulating a change culture . 71Implementation plan . 73Supportive organisational structure . 75Developing internal capabilities . 78Aligning BEM with the strategic planning process . 79Effective communication . 81Aligning BEM with organisational processes. 84Developing a recognition scheme for BEM implementation . 86Providing sufficient training . 88Employee involvement . 90Employee empowerment . 92Aligning BEM with the performance measurement system . 94Aligning BEM with information systems . 96Developing an action plan . 98Chapter summary . 100Chapter Five: Research Methodology . 1015.1Introduction . 1015.2Research definition and purpose . 1015.3Research paradigm . 1023
5.4Research approaches . 1055.5Research strategy . 1085.6The limitations of the case study strategy . 1105.6.15.7Unit of analysis . 112Sampling techniques . 1125.8Sample size . 1135.9Data collection methods associated with the case study strategy. 1145.10Choosing data collection sources . 1145.11Interviews . 1155.11.15.11.25.12Number of interview participants . 116Interview analysis . 116Questionnaire. 85.13Questionnaire design . 119Questionnaire content . 119Translating the questionnaire . 121Pre-testing the questionnaire . 122Participant rating scales . 123Questionnaire sampling . 123Response rate . 124Questionnaire analysis . 124Reliability and validity . 1255.14Ethical considerations . 1265.15Chapter summary . 127Chapter Six: Quantitative Analysis . 1286.1Introduction . 1286.2Descriptive statistics . 1296.2.16.2.26.2.36.2.46.2.56.2.66.3General characteristics of respondents. 129Job category . 130Seniority rank . 130Academic qualifications. 130Job position . 130Length of service. 130Participation in BEM implementation . 1306.4Frequencies . 1316.4.16.4.26.4.36.4.4Top management commitment . 131Setting a shared long-term vision . 132Understanding the use and purpose of the BEM . 132Stimulating a change culture . 1334
.4.146.4.156.4.166.4.176.4.186.5Establishing an excellence steering committee. 134Implementation plan . 135Supportive organisational structure . 135Developing internal capabilities . 136Aligning BEM with the strategic planning process . 136Effective communication . 137Aligning BEM with organisational processes. 138Developing a recognition scheme for BEM implementation . 138Providing sufficient training . 139Employee involvement . 140Employee empowerment . 140Aligning BEM with the performance measurement system . 141Aligning BEM with information systems . 142Developing an action plan . 143Overall scores for each key influential factor . 1436.6Efficiency of BEM Implementation . 1456.7Inferential statistics. 1466.7.16.7.26.8Measures of differences . 146Perception vs. actual categories of key influential factors . 146Participants vs. non-participants in ADP’s BEM implementation . 1486.9BEM implementation efficiency: participants vs non-participants . 1516.10Measures of correlation: Pearson’s correlation coefficient . 1516.10.1Overall correlation between the actual category for key influential factors andBEM implementation efficiency . 151Overall actual correlation: Participants . 153Overall actual correlation: Non-participants . 155Chapter summary . 1566.10.26.10.36.11Chapter Seven: Qualitative Analysis . 1577.1Introduction . 1577.2Key characteristics of the interviewees . 1577.3General perceptions of the ADP’s BEM implementation . 1597.3.17.3.27.3.37.3.47.3.57.4Reasons for BEM implementation . 159The extent of BEM implementation . 161Outcomes of BEM implementation . 162Ease of BEM implementation . 163Challenges during BEM implementation. 164Interviewees’ opinions of the key factors influencing BEM implementation 1657.4.17.4.27.4.37.4.4Top management commitment . 165Setting a shared long-term vision . 166Understanding the use and purpose of the BEM . 168Stimulating a change culture . 1695
.4.147.4.157.4.167.4.177.4.187.5Establishing an excellence steering committee. 172Implementation plan . 175Supportive organisational structure . 176Developing internal capabilities . 179Aligning the BEM with the strategic planning process . 181Effective communication . 183Aligning BEM with organisational processes. 185Developing a recognition scheme for BEM implementation . 186Providing sufficient training . 188Employee involvement . 191Employee empowerment . 193Aligning the BEM with the performance measurement system . 195Aligning the BEM with information systems . 196Developing an action plan . 198Chapter summary . 200Chapter Eight: Discussion . 2018.1Introduction . 2018.2General perceptions of the ADP’s BEM implementation . 2018.2.18.2.28.2.38.2.48.3Reasons for BEM implementation . 201The extent and ease of BEM implementation . 202Benefits of BEM implementation . 203Challenges during BEM implementation. 204Discussion of the key influential factors for BEM implementation . 188.4Top management commitment . 205Setting a shared long-term vision . 208Understanding the use and purpose of the BEM . 210Stimulating a change culture . 212Establishing an excellence steering committee. 216Implementation plan . 218Supportive organisational structure . 221Developing internal capabilities . 224Aligning BEM with the strategic planning process . 226Effective communication . 228Aligning BEM with organisational processes. 231Developing a recognition scheme for BEM implementation . 232Providing sufficient training . 234Employee involvement .
3.6 BEM as TQM framework . 43 3.6.1 Deming Prize . 44 3.6.2 The Malcolm Baldrige National Quality Award . 45 3.6.3 European Foundation for Quality Management . 48 3.7 Abu Dhabi Award for Excellence in Government Performance . 50 3.7.1 The ADAEP model . 51 3.8 Comparison between the BEMs . 52 3.9 Chapter summary . 54 4 Chapter Four: Framework of the Study .
4.2 What is a Business Excellence Model? 5 4.3 The relationship between Business Excellence Models and Core Values and Concepts 8 4.4 Business Excellence Models as an overarching framework 9 5. Business Excellence assessments 11 6. The use of
Baldrige Baldrige Excellence Framework Unique Design - Resembling EFQM Multiple Frameworks Types of Business Excellence Models used for the 65 Business Excellence Awards in 55 Countries . EFQM Excellence Framework. Malcolm Baldrige Crite
RTU APPROACH TO PURSUING EXCELLENCE The principles defined in the EFQM Excellence Model and various higher education and quality standards are horizontally integrated with the stages of RTU Excellence Approach. These principles characterize the approach to pursuing excellence and sustainable development that organizations adopt5 (see Fig. 3).
business excellence categories they primarily relate to are shown in Figure 4. Brief . Excellence, EFQM Excellence Criteria) 5. Communication Platforms for staff and non-staff: Having appropriate channels of communication, such as weekly and/or monthly report, business review meeting, internet, intranet, newsletter, employee forums and .
Ramsay Excellence Awards 2020 Offi cial Welcome ORDER OF PRESENTATION Preceptor of the Year Award Graduate Award of Excellence Chief Nurse Address Excellence in Leadership Award People Caring for People Award Poster Comp Winner Announcement Connect, View & Share A recording of the Excellence
the world. Excellence in research transforms our vision of reality. Excellence in the arts transforms the observer and their emotions. Excellence in education transforms both the student and the instructor. But the pursuit of excellence requires determination and persistence." He continued, "May this pursuit of excellence continue to .
A center for process excellence Successful businesses are in constant pursuit of process excellence. Establishing a center of process excellence can ensure that this goal is core to your organization's culture and its everyday running. The role of the center for process excellence is twofold: To establish a framework to ensure
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