Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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systematic <strong>and</strong> transparent manner. Success can result from implementing a management system<br />
that is designed to continually improve per<strong>for</strong>mance while addressing the needs of all interested<br />
parties. … Eight quality management principles have been identified that can be used by top<br />
management in order to lead the organization towards improved per<strong>for</strong>mance.<br />
a) Customer focus. Organizations depend on their customers <strong>and</strong> there<strong>for</strong>e should<br />
underst<strong>and</strong> current <strong>and</strong> future customer needs, should meet customer requirements <strong>and</strong><br />
strive to exceed customer expectations.<br />
b) Leadership. Leaders establish the unity of purpose <strong>and</strong> direction of the organization. They<br />
should create <strong>and</strong> maintain an internal environment in which people can become fully<br />
involved in achieving the organization’s objectives.<br />
c) Involvement of people. People at all levels are the essence of an organization <strong>and</strong> their<br />
full involvement enables their abilities to be used <strong>for</strong> the organization’s benefit.<br />
d) Process approach. A desired result is achieved more efficiently when activities <strong>and</strong><br />
related resources are managed as a process.<br />
e) System approach to management. Identifying, underst<strong>and</strong>ing <strong>and</strong> maintaining<br />
interrelated processes as a system contributes to the organization’s effectiveness <strong>and</strong><br />
efficiency in achieving its objectives.<br />
f) Continual improvement. Continual improvement of the organization’s per<strong>for</strong>mance should<br />
be a permanent objective of the organization.<br />
g) Factual approach to decision making. Effective decisions are based on the analysis of<br />
data <strong>and</strong> in<strong>for</strong>mation.<br />
h) Mutually beneficial supplier relationships. An organization <strong>and</strong> its suppliers are<br />
interdependent <strong>and</strong> mutually beneficial relationships enhance the ability of both to create<br />
value.” (ISO9000:2000, Clause 0.2)<br />
Implementation of a QMS requires clear mapping of all the main processes in an organization <strong>and</strong><br />
their interrelation, plus an unambiguous definition of responsibilities with respect to any controllable<br />
parameter of each process <strong>and</strong> to any management position. Very often it becomes clear during<br />
the course of implementation of QMS that the organizational structure should be changed,<br />
sometimes drastically, to enable real control over processes, not just carrying out orders related to<br />
certain functions.<br />
Another approach to the management of quality was called Business Excellent Model (BEM). It is<br />
sponsored by the European Foundation <strong>for</strong> Quality Management. This model focuses on effective<br />
leadership. It was widely adopted in the public sector in the United Kingdom under the ‘Service<br />
First’ approach. Using the BEM, the organization assesses itself against nine per<strong>for</strong>mance criteria<br />
divided into two sets: 1) ‘enablers’ – those aspects of an organization that provide a foundation <strong>for</strong><br />
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