Business Excellence Models

The premise that people provide organizations with an important source of sustainable competitive advantage is established. The effective management of human capital as determinant of organizational performance is thus accepted. The successful organizations are using human resources as a strategic partner investing them with far reaching transformational roles and responsibilities. Termed as Strategic Human Resource Management (SHRM), in the current HRM literature, this activity involves making the function of managing people the most prioritized action in the organization and integrating all HR programs and policies within the framework of the organizational strategy. Empirical literature linking HRM with the firms strategy and performance and the processes that operate leaves a significant gap to conceptualize the ground realities and provide a direction to manage people. Managers deploy various tools to strategize and support HR processes. One of the tools available for the HR manager is the Balanced Scorecard concept. This paper examines the HR strategies, HR processes and the performance measures to monitor the implementation and effectiveness of the HR Strategies using the BSC concept in a case study format. More specifically, the critical issues relating to the identification of measures for a successful strategy deployment and the results achieved through these strategies would be focused. The study confirms that the use of Balanced Scorecard concept in strategic HR helps the organizations to align & manage its people effectively.

The aim of the paper is to provide an overview of the BEMs approach in the Czech Republic and establish the relevance with the issues resulting from the implementation of the EFQM model and selected performance indicators. Using a qualitative methodology, based on case studies, we conducted a detailed analysis of key performance indicators before and after the adoption of the EFQM Excellence Model, as well the company's current state of maturity. As samples for the case study, this research used Czech companies awarded in NQAs in the area of excellence between 2010 and 2016. This study is based on information gathered through an extensive literature review using print media, research databases, and we also employed the available reporting for awarded companies. We systemized the variables of business excellence with the higher impact on organizational performance. In accordance with other studies carried out across Europe, this research found out that internal motivations are the key factors for the implementation of the EFQM Excellence Model. On the basis of selected performance indicators, the positive development of the companies were demonstrated. This study contributes to the management literature on best practices, by highlighting a consistent trend in the use of the EFQM Excellence model, and is expected to help in the development and broadening of the excellence approach in the business environment.

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.
Design/methodology/approach – Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.
Findings – In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.
Practical implications – The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.
Originality/value – Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

The Business Model Canvas is a strategic management and lean start-up template can be used as aid for developing a new, or analyzing and mapping an existing business model of a company. It is a visual chart with elements describing a firm or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs. It gives a graphic representation of a number of variables that show the values of the organisation.

A business model is a description of how your business intends to operate and make money. Sounds simple, RIGHT?

This is model that was presented for review on prepublication stage as outcome of PhD Thesis Research for Doctorate in Business & Management in 2013. The Thesis was accepted in 2013 and degree was awarded in 2013.The contents in paper are copyright material of Dr R K Gupta and Jaipur National University India. Any excerpts from this paper should be used with proper citation about the author and quoted work.

The Model uses 168 business practices in modern business organisations and 29 output parameters in qualitative measurement areas of key business results specifically from Business excellence view point and building long term competitiveness of organisation.
The Model was tested in 75 top performing Indian companies in period 2011-2012.

Structural Equation Modelling SEM and other powerful statistical techniques were used to test the model.

The model blows away several myths built around business excellence  and presents an easy to use and implement simple model for Businesses.

The model is an improvement over various models created and continuously upgraded by various agencies globally

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment ...

The European Foundation for Quality Management, EFQM, was founded in October 1989 when the CEO/Presidents of 67 European companies subscribed to its Policy Document and declared their commitment to achieving EFQM mission and vision. In 2000, the <Joseph M. Juran> Romanian Quality Award was launched in Bucharest, under the administration of the " <Joseph M. Juran> Romanian Quality Award " Foundation (established formally in February 1999, through a project developed by the first author and financed by EC). In February 2001, the first winners of <Joseph M. Juran> Romanian Quality Award were presented to the public. All winners received also a message signed by Joseph M.Juran. The <Joseph M. Juran> Romanian Quality Award (JMJ-RQA)– whose criteria are representing the " Romanian Model for Excellence " – was intended to represent the highest Romania's recognition, at national level, of managerial competence. It is based on the former EFQM European Model for Excellence, i.e. on the European Quality Award criteria, applied in Europe till 1999, as the European model of Total Quality Management (TQM). During years 2001-2009, the JMJ-RQA was won by 32 different organisations based in Romania. Unfortunately, for many new reasons, after 2009 and till today, it was not more possible to organise thr JMJ-RQA competitions. In addition, during years 2002-2006, no Romanian candidate organisation was found enough able to earn the EFQM Award for Excellence. However, some hopes to overcome these challenges were later generated by the founding in 2017 of the new association TEAM 4 EXCELLENCE, in Constanța, managed by the second author. This paper introduces-from historical and professional insider's perspective-the most important facts, challenges, issues and outcomes of these surprising Romanian evolutions, during over 28 years of EFQM operation. Rezumat Fundațía Europeană pentru Managementul calității, EFQM, a fost înființată în octombrie 1989, prin semnarea de către managerii/ președinții ai 67 întreprinderi europene a Statutului EFQM, declarându-și angajamentul personal de-a realiza misiunea și viziunea EFQM. În anul 2000, a fost lansat în Bucureşti, Premiul Român pentru Calitate <Joseph M. Juran>, administrat de Fundaţia " Premiul Român pentru Calitate <Joseph M. Juran> " (înfiinţată oficial în februarie 1999, printr-un proiect european conceput și realizat dezvoltat de primul autor). În februarie 2001, primii câştigători ai Premiul Român pentru Calitate <Joseph M. Juran> au fost prezentaţi public. Toţi câştigătorii premiului au primit şi un mesaj semnat de Joseph M.Juran. Acest Premiu Român pentru Calitate <Joseph M. Juran (PRC-JMJ)-ale cărui criterii reprezintă " Modelul românesc de Excelenţă "-a fost special conceput pentru a reprezenta cea mai înaltă

Purpose -The purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment. Design/methodology/approach -The participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices. Findings -Despite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.

Companies use many managerial frameworks that ensure desired development. Some of these frameworks are quality-oriented, others are financially-oriented but only a few of them are environmentally-oriented. The aim of the paper is to delineate selected environmental excellence models on account of their comparison. The main motive for the selection of the paper's topic were researches conducted by various authors who have dealt with environmental excellence models, respectively with self-assessment based on existing environmental excellence models. To fulfil the aim of the paper, secondary research is to be conducted. Based on the methods of analysis, comparison and selection, the most frequently occurring criteria of analysed environmental excellence models are to be identified. As a main finding may be considered that three of four environmental excellence models consist of various criteria, while most of these criteria are similar. However, criteria based on another important principles are not included in more than one of mentioned environmental excellence models. This obliges to further research aimed at developing an integrated environmental excellence model consisting of the most important criteria.

Purpose -Recent operations management research suggests that adopting and implementing the right practices are essential to attaining "world-class" performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment. Design/methodology/approach -Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses. Findings -In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs. Practical implications -The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas. Originality/value -Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

Many of the most pressing challenges that face certain companies and mankind are unlikely to be addressed by incremental improvements to existing activities and excellence in the performance of them. In competitive and dynamic situations and where windows of opportunity may be limited, quick and front-line responses may be required. An existing business model should not be taken for granted.  Leaders need to ensure that people focus on what is important and, particularly what is important for customers and prospects. Leaders can focus on removing obstacles to creativity rather than determining individual outcomes. The focus of business leaders should be upon creating a culture of excellence and innovation and/or providing the conditions and performance support for people from a diversity of backgrounds and cultures to excel where it matters. The citation is: Coulson-Thomas, Colin (2016), Corporate Leadership, Business Innovation and Growth, Effective Executive, Vol. XIX No.2, June, pp 9-21

Purpose -The purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment. Design/methodology/approach -The participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices. Findings -Despite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.

The organizations want to gain competitive advantage and to sustain their existing competitive advantage by increasing their both financial performance and organizational performance. Organizations use numerous business models to increase their performance. One of the popular business model applications is excellence application. Excellence application can lead the firms to increase their market share, financial performance, organizational performance and customer satisfaction. Hotels as a service providing organization have started excellence application in order to provide better service, to increase their performance and to satisfy customers. The prior aim of the study is to reveal the relationship between applications of European Foundation of Quality Management (EFQM) Excellence Model and organizational performance in the accommodation sector The study also target to reveal the differences between class of hotels and EFQM Business Excellence Model. According to results there is strong relationship between sub-criteria of EFQM Business Excellence Model and organizational performance of hotel firms.

In this global era of dynamic environment, businesses considered human capital as the substantial mean to gain competitive advantage, and ultimately customers are viewed as the king for an organizations’ profitability and sustainability. In order to enhance product quality standards, rapid changes are occurring in different production methodologies to efficiently fulfill the demands of the customers, for enhancing customer satisfaction and also to gain their loyalty. These philosophies of high quality management have illuminated the basis of integration of HRM and TQM which has been achieved through the usage of worldwide standards and their governance by regulating bodies such as ISO standards and European Foundation for Quality Management (EFQM) respectively. This research paper studies the efficiency as well as shortcomings of the EFQM Excellence model by highlighting its core concepts of excellence criteria and RADAR and their impact on human resources and institutional performance in the specific scenario of Abu Dhabi Government along with the integration of strategic human resource programme and total quality management for achieving and sustaining organization excellence. 92 literary sources were collected from various journal articles, authorized websites, news reports etc. to answer the research questions. The mixed methodology of data collection has been applied for investigation of research questions. Research instruments used for data collection are direct observations and LIKERT scale based questionnaires which were distributed among the managers and authorities of various organisation in Abu Dhabi. The data analysis has been done through qualitative analysis as well as quantitative analysis through Descriptive Statistics and the Frequency Analysis to understand the implications of CAF tool and other excellency models to ensure EFQM in Abu Dhabi based organizations. Keywords: HRM, TQM, ISO, EFQM, Excellence model, Criteria, RADAR, CAF.

This paper discusses a multiple case study of business excellence in New Zealand organisations. It uses category scoring data from all applicants over the period 1993–2008. It examines the approach, performance, and progress in those organisations that had made multiple applications for the NZ Business Excellence award. The results show that implementation of business excellence involves similar steps and requirements

Many of the most pressing challenges that face certain companies and mankind are unlikely to be addressed by incremental improvements to existing activities and excellence in the performance of them. In competitive and dynamic situations and where windows of opportunity may be limited, quick and front-line responses may be required. An existing business model should not be taken for granted.  Leaders need to ensure that people focus on what is important and, particularly what is important for customers and prospects. Leaders can focus on removing obstacles to creativity rather than determining individual outcomes. The focus of business leaders should be upon creating a culture of excellence and innovation and/or providing the conditions and performance support for people from a diversity of backgrounds and cultures to exceed where it matters.

This article draws upon a speech delivered by Prof. Colin Coulson-Thomas in the Ball Room of The Meydan, Dubai, UAE during plenary session III on Tuesday 19th April, the first day of the Dubai Global Convention 2016 and 26th World Congress on Leadership for Business Excellence & Innovation organised by India's Institute of Directors, and a theme paper he prepared for the event. The citation is: Coulson-Thomas, Colin (2016), Corporate Leadership, Business Innovation and Growth, Effective Executive, Vol. XIX No.2, June, pp 9-21