An assessment of the BEST model and its approach to teamwork:
analytical Essay
2373 words
Table of Contents
1. Introduction: 2
2. Nature of the project: 2
3. An assessment of the BEST model and its approach to teamwork: 2
3.1. An overview of the BEST model in respect of teamwork: 2
3.2. Comparing the components of management quality to the BEST model: 2
3.2.1. Employee Development: 2
3.2.2. Communication: 2
3.2.3. Performance Measurement: 2
3.2.4. Employee participation: 3
3.2.5. Integration: 3
3.2.6. Delegation: 3
3.2.7. Direction Setting: 3
4. The need for business excellence and quality to complement each other: An evaluation of how BEST can support Adebanjo’s proposition: 3
4.1. Other components that support business excellence and quality management: 3
4.1.1. Leadership excellence: 3
4.1.2. Policy and strategy: 3
4.1.3. Benchmarking: 3
4.1.4. Self –assessment: 3
4.1.5. Continuous improvement: 3
5. How BEST tools and competencies can be applied at Modus BPS: 3
5.1. An overview of Modus BPS current state: 3
5.2. How BEST can fill the gaps at Modus: 4
5.2.1. The BEST tools: 4
5.2.2. The BEST competencies: 4
6. Conclusion: 4
7. Glossary of acronyms: 4
8. Bibliography: 4
9. Appendices 9
1. Introduction:
2. Nature of the project:
3. An assessment of the BEST model and its approach to teamwork:
3.1. An overview of the BEST model in respect of teamwork:
This section will provide an overall summary of the BEST framework and its tools of PDCA, EFQM, and the balanced scorecard. It will offer new insights into the relationships within the EFQM model and justify Philips’ adoption of the EFQM model in driving it’s endeavour towards business excellence. Further discussion on the PDCA will include how the components of the cycle include a learning orientation and sustained improvement through its leadership, people and revi...
... middle of paper ...
... a balanced scorecard? (Online). International Journal of Productivity and Performance Management. 60(7). pp.688 – 708. Emerald. Available From: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/journals.htm?issn=1741-0401&volume=60&issue=7&articleid=1958463&show=html#sthash.WM3zODn9.dpuf [Accessed on 7 January 2013].
Talwar, B. (2011) Business excellence models and the path ahead (Online). The TQM Journal. 23(1). pp.21 – 35. Emerald. Available From: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/journals.htm?issn=1754-2731&volume=23&issue=1&articleid=1901489&show=html#sthash.TDgl8upu.dpuf [Accessed on 7 January 2013].
Widodo, S. (2011) Building strategy quality (Online). International Journal Of Business Management. 6(8). pp. 180-191. Business Source Complete. Available From: University Of Liverpool Online Library. [Accessed on 18 December 2013].
9. Appendices
In this essay, the author
- Evaluates the need for business excellence and quality to complement each other. best can support adebanjo’s proposition.
- Describes the best framework and its tools of pdca, efqm, and the balanced scorecard.
- Explains that this section will examine the best framework and compare that to the qualities of management.
- Evaluates the need for business excellence and quality to complement each other. best can support adebanjo’s proposition.
- Describes the best framework and its tools of pdca, efqm, and the balanced scorecard.
- Explains that this section will examine the best framework and compare that to the qualities of management.
- Explains that philips tools form the backbone of tqm. the discussion will revolve around self-assessment, benchmarking, quality in strategy development and policy deployment, developing excellence in leadership, and continuous improvement practices.
- Explains that the section will provide an overview of the modus challenges and constraints in managing their operations and express the need for the company to adopt quality management techniques and tools to satisfy their clients and grow.
- Evaluates the need for business excellence and quality to complement each other by citing the rhetoric of the antagonists believe that tqm is not achieving what it was promoted to achieve.
- Cites albacete-sáez, fuentes, and bojica for their articles on quality management, strategic priorities and performance.
- Explains the role of leadership competencies for implementing tqm in the thai manufacturing industry.
- Cites oakland, j.s., fok, & hartman, sj. (2004) differences between managers and line employees in a quality management environment.
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- Describes total quality management (tqm) as a company's complete "culture of quality" approach which focuses on long-term success.
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- Explains that implementing tqm can be difficult and costly. the return on investment and other benefits may take as long as two to five years before any meaningful results and benefits are realized.
- Explains that tqm is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services cost-effectively.
- Explains that tqm can help companies reduce defects because it drives quality awareness and encourages all employees to participate in improving processes and products.
- Explains that implementing tqm can be difficult and costly. the return on investment and other benefits may take as long as two to five years before any meaningful results and benefits are realized.
- Explains that tqm is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services cost-effectively.
- Explains that tqm can help companies reduce defects because it drives quality awareness and encourages all employees to participate in improving processes and products.
- Explains that implementing tqm can be difficult and costly. the return on investment and other benefits may take as long as two to five years before any meaningful results and benefits are realized.
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- Explains that emirates is targeting a particular segment of customers of low cost with high luxury, with also the target of high end luxury first class offered.
- Explains that emirates based its competitive strategy on quality in product, equipment, organization, and services. porter stated that the five competitive forces shape strategies is by addressing these issues.
- Explains that cairns, r. d., & galbraith, j. w. (1990). artificial compatibility, barriers to entry, and frequent-flyer programs
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- Explains maurice flanagan's emirates airline: flying high and treating customers like sheikhs.
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- Opines that an airline can succeed without a sustainable competitive advantage, if it is time sensitive. barriers to entry, such as government agreements of flight routes and certain freedoms of air allocated to individual airlines, are essential.
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In this essay, the author
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- Explains the importance of communicating and linking the strategy across the organisation, ensuring understanding and driving the objectives.
- Explains the "balanced scorecard" developed by kaplan and norton was for motivating and measuring business performance within four perspectives—financial, customer, internal business processes, and learning and growth. the balanced scorecard could be used as a strategic management system.
- Explains the importance of translating the strategic vision and specifying objectives and operational measures in the scorecard areas necessary to realise this vision.
- Explains the importance of communicating and linking the strategy across the organisation, ensuring understanding and driving the objectives.
- Explains that business planning involves integrating the financial plan with the business plan and allocated resources to the critical activities.
- Defines business excellence as "excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence."
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- Explains that the project excellence-approach is explored as an appropriate model in the business improvement manager role.
- Explains the dmaic improvement cycle, which reduces costs, improves quality, and minimises process errors. it encourages detailed planning for the short-term with a longer-lasting view emphasising constant reviews, re-planning and risk management
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- Explains the benefits of the project excellence model, which focuses not only on traditional project measures of budget, schedule, and quality but incorporates success measures.
- Explains how the balanced scorecard can be used as a strategic management process to drive business excellence.
- Concludes that the dmaic model is fit for purpose in terms of the method for implementing business improvement projects, but adds an additional review stage after project handover.
- Cites andersen, e.s., lawrie, g. & savic, n. (2004), "effective quality management through third-generation balanced scorecard".
- Cites berardinelli, c, băleanu, edelhauser, e, irimie, s., kaplan, r, & norton, d.
- Cites punniyamoorthy, murali, vora, m,k, westerveld, e, and wilkinson, a.
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