The journal chosen for this paper is titled ‘EFQM Excellence Model’, and its authors are Akyay Uygur and Sevgi Sümerli; both the authors have a teaching background. The journal was written in 2013 and published in the International Review of Management and Business Research (IRMBR Journal). As the name of the journal suggests, its subject is the EFQM Excellence Model, and it tries to establish a relation between various parameters of an organization engaged in manufacturing. EFQM stands for European Foundation for Quality Management, and the EFQM Excellence Model has been developed in order to assist organizations that want to (or are forced to) venture in different areas (other than their existing business) due to the incessant competitive environment and transforming market trends.
After a brief introduction, the journal discusses the extent to which the EFQM Excellence Model can be applied and its significance. According to the authors, there is no specific scope (boundary) for the application of the model. The model helps organizations to identify their performance towards excellence and also understand the inadequacies in their system. The model then suggests suitable remedies to overcome such inadequacies. The authors suggest that organizations should not consider the model as a theoretical aspect. It has to be applied practically and followed religiously in order to achieve excellence. Organizations need to have evidence of their performance at fundamental levels of various functions. One common perception is that excellence can be achieved simply by having excellent financial results. On the contrary, the EFQM Excellence Model suggests that in addition to the financial performance, the organizations’ performance in respect to their customers, employees and vendors is also very crucial to attain excellence (Uygur & Sümerli, 2013).
The authors further describe the logic of RADAR (Results, Approach, Deployment, Assessment, and Review) within the EFQM Excellence Model. The results should be determined to keep into consideration the “trends, targets, comparisons, causes, and scopes” (Uygur & Sümerli, 2013, p. 981). Appropriate performance approaches should be developed and deployed in order to achieve the desired excellence. The performance of the deployed approaches should be assessed and reviewed so that their effectiveness might be ascertained.
In addition to the other requirements, the EFQM Excellence Model has nine criteria out of which five are identified as the requisite dimensions (inputs) from the organization, namely leadership, policy & strategy, people, partnership & resources, and processes. The remaining four criteria are categorized as the effects (outputs) in response and according to the level and quality of inputs. Such outputs are customer results, employee results, society results, and key performance results (Uygur & Sümerli, 2013).
Earlier, organizations were suggested to adopt better quality measures in their strategies. But over the years, the word ‘quality’ has lost its significance because there is no particular measurement of quality; it can be poor, bad, fair, good, better, and best. Since the intention of organizations is always to have the best performance, and due to the growing stiff competition, it has become imperative for organizations to excel in their respective sectors. In pursuance of such excellence and to ascertain an extended sustainability organization need to safeguard the interests of their shareholders.
Practice implications in the UAE
Considering the benefits and effectiveness of the EFQM Excellence Model, the Dubai Customs Department recently launched the ‘Organizational Excellence Expert Diploma’ (Dubai Customs, 2014). The program is expected to polish the employees’ abilities and encourage them to perform towards achieving excellence for them and the organization as well. This is just one instance; there are several other organizations in the UAE who have adopted the model in order to excel in their respective fields.
By adopting the EFQM Excellence Model, UAE’s organizations can bring agility into their respective performances. The organizations will be able to acclimatize to the frequently changing environmental effects and take appropriate measures for sustenance. By understanding such expectations and working towards achieving the same, the organizations might move towards excellence.
Considering the fact that most of the leading organizations in the UAE are controlled by royal families, accountability is a missing factor. If such organizations need to excel, suitable accountability is a must, and corporate governance needs to be adopted.
The lessons that I have learnt from this journal
After going through the journal, my perception pertaining to the performance of organizations has changed. Earlier, I used to feel that if any particular organization has great financial results, it must be doing well. But now, I feel that the financial results are just a reflection of its economic policy. At this juncture, I remember the case of Enron, which had portrayed great financial results and prospects, but what happened to the mammoth company is not hidden from anyone. In pursuance of their individual interests, the board of directors ignored the stakeholders, and as a result, the company tumbled down.
It’s a matter of giving and take. If an organization considers the interests of its stakeholders, it is definitely bound to receive the stakeholders’ support in achieving excellence. Nonetheless, the fact remains that appropriate leadership is a must for any organization to achieve excellence.
Dubai Customs introduces organizational excellence expert diploma on par with BQF-approved EFQM Excellence Model. (2014). Web.
Uygur, A., & Sümerli, S. (2013). EFQM Excellence Model. International Review of Management and Business Research, 2(4), 980-993.