Information Systems

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Executive Summary

Many organisations worldwide are looking at improving their performance. Using self assessment models available, organisations should carefully choose an approach that will yield the most attractive return on investments. In this report the author will look at how Total Quality Management (TQM) is used to achieve Organizational Excellence through Self-Assessment. The aim is to analyze and compare the international models such as Deming Prize, the MBNQA, the EFQM as well as the South Africa model. Botswana Unified Revenue Service (BURS) is analyzed to find out which model it uses and determine the model that is best suited for it in deriving organizational excellence. This report compares and contrasts two widely used improvement models: Malcolm Baldrige National Model and the EFQM Excellence Model. The analysis shows that both models insist on Leadership commitment and well defined processes for the success of the self-assessment. EFQM emphasizes more on customer value. The analysis revealed that the models have similar concepts even though they are different. It is evident in the analysis that EFQM model is best suited for BURS environment. It has revealed that without following any model is difficult for the organization to self-assess its self and improve its performance. Recommendation for BURS to adopt the EFQM model is being put forward for consideration by management.

Table of Contents
Title Page No
Introduction…………………………………………………………….. .3 Discussion……………………………………………………………….5
Self-Assessment……………………………………………….. 5
Self-Assessment Frame Works………………………………. .6
Obstacles of Implementation………………………………….. 9
Comparison of Models…………………………………………. 9
Implementing Self-Assessment in BURS……………………. 12
Self-Assessment Approaches……………………………….... 14
Current Research Direction………………………………….... 15 Recommendation……………………………………………….………. 17 Conclusion………………………………………………………………..17 References………………………………………………………………..18

Introduction
Every organization in the twentieth century ,be it a public or private is faced with the challenge of improving its performance to a level of quality through integrated effort so as to stay competitive especially in this unpredictable and changing economic environment. There are a lot of organizations which are now adopting Total Quality Management (TQM) concept to foster continuous performance improvement and encourage competitiveness. Reid & Sanders (2007) defines Total Quality Management as an integrated organizational effort designed to improve quality at every level of the organization. Some of the individuals who are commonly referred to as TQM ‘gurus’ who have contributed to this concept are E. Edwards Deming, Joseph M Jura, Armand V. Feigenbaum and Philip B. Crosby.

TQM in summary is described by customer focus, continuous improvement, employee empowerment, use of quality tools , product design, process management, managing supplier quality. These concepts are the building blocks that organizations should use to self-assess themselves to analyze organizational performance and identify areas that need improvement to achieve business excellence. Organizations have since realized that quality affects all sides of the organization and can lead to loss of business and therefore are under constant pressure to improve their business performance, measure themselves against world class standards and focus their efforts on the customer (Oakland, 2001). Oakland also argues that there are many different views to what constitutes the ‘excellent ‘ organization and , even with use of a particular frame work there is still some difficulty attuning the performance or progress of any organization towards it. Business excellence (BE) can be defined as “excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments using proven business excellence models (BEMs) (Adebanjo and Man, 2008,...
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