Role of managerial leadership in promoting quality: Experience from Quality Award winning organization in UAE

Many quality experts believe that the key to successful management of quality begins at the top of the organization (Laskhman, 2006). So \u27leadership and \u27managerial\u27 roles have become important for quality and innovation within organizations. The implication and scope of managerial leadership are quite different everywhere. The purpose of this paper is to study the managerial leadership practices through an empirical investigation of an excellence award winning organization. It seeks to extradite the managerial leadership practices that have paved a way for winning \u27excellence\u27 award and for the sustenance of quality and continued customer focus. The overall aim of this paper is to present the insights of an organization that received Industry excellence award three times

A cross-cultural evaluation of the contemporary workplace and its managerial implications

Of many recent interventions to improve the workplace, Information and communications technology (ICT) is referred to as a major enrichment. Admittedly, ICT has impacted the worker\u27s responsiveness, her interaction with colleagues or the boss, communication, and even QWL. However, diversity of the workplace appears to be now a strategic issue in organizations that employ a global workforce. Implicating diversity are culture- and gender- related factors that would also impact job design and productivity-aspects of great interest to management. This study has explored the associated perceptions prevailing among UAE\u27s white collar diaspora that now comprises 70% expatriates. However, unlike other attitudinal studies, the present study avoids loss of information due to factor analysis-based techniques. This modification has led to easier discovery of actionable management interventions. To this end this study invokes the Kano Model of customer satisfaction to assess items influencing job satisfaction. In this way it uncovers implications for management by detecting differences in perception of QWL among male/female and national and the expatriate workforces. On the other hand, workplace automation, often used by management to tackle productivity bottlenecks, is perceived by these employees as a must -in Kano\u27s terminology-i.e., as a basic requirement of white collar workplace such as the telephone or air-conditioning, rather than something that delights or is a functional attribute of the workplace

The effect of TQM on organisational performance:empirical evidence from the textile sector of a developing country using SEM

Total Quality Management (TQM) is a widely used management philosophy across many sectors. Organisations implement TQM in order to gain competitive advantage in terms of quality, productivity, customer satisfaction, and profitability. However, the literature seems inconclusive about the positive effect of TQM on organisational performance. Several studies argue that the effect of TQM practices on organisational performance need to be evaluated in different social, cultural, and economic settings. The effect of national culture on TQM implementation is also gaining importance. Therefore, this study provides empirical evidence from a developing country of South Asia. This study was conducted in the context of textile companies of Pakistan. The data was collected from the member companies of All Pakistan Textile Mills Association (APTMA) by using a questionnaire. The questionnaires were sent to 210 textile companies and the respondents were quality or production managers. Structural Equation Modelling (SEM) was used to investigate the relationship between TQM practices and organisational performance. The findings of this study indicate that TQM has a highly positive effect on organisational performance. These findings support the divergence argument which indicates that the positive effect of TQM on organisational performance is not limited only to the companies located in developed nations, but can also be equally achieved in the other parts of the world. All the TQM elements have positive relationship with financial and non-financial results. However, the element of people does not have significant relationship with financial and non-financial results

The smartwatch: a family's expectations, use and experiences

Business subjects in higher education are critical for solving today’s global business challenges, but the curricula of such subjects must be designed with a focus on constructive alignment. This study aimed to introduce the application of constructive alignment in business subjects. The study provides a lens for understanding the various opportunities to achieve constructive alignment in a subject in order to ensure the curriculum meets the quality standards of institutions

Analytic Hierarchy Process Application in Different Organisational Settings

Purpose – The purpose of this paper is to apply AHP in two case settings which include (i) evaluation/selection of maintenance policy (ii) sustainability factors of employee suggestion schemes

Achieving Organizational Excellence: A Quality Management Program for Culturally Diverse Organizations

This book bridges two essential aspects of assessing and achieving business excellence in 21st-century organizations. The author argues that transnational companies face a twofold challenge: managing global knowledge networks and multicultural project teams on the one hand; and interacting and collaborating across boundaries using global communication technologies, on the other. The author also argues that this dual challenge calls for the creation of a business excellence program that fits and thrives within these multicultural environments. In response, he reviews corporate practices in quality management and business excellence frameworks that have been extensively used on a transnational scale to drive organizational performance. The book approaches quality management as an element that is no longer a choice, but has now become a necessity if companies want to compete in highly globalized environments

Peak Performance Prism: A conceptual model of people enablers in organisations

Globalised economies have increased competition for organisations, so managers are under enormous pressure to improve performance and remain ahead of competitors. In this conceptual paper, we consider a range of factors that improve the likelihood of organisations attaining peak performance. We focus on factors associated with people employed in the organisation. The people enablers mainly stem from three perspectives, namely competency, motivation and opportunity, arranged as a People Performance Prism. There are other organisational enablers that have an impact on performance. These additional factors are named People Enablers and Organisational Enablers; these factors are arranged into a model to show how they contribute to peak performance in organisations

A tool to measure maturity of an employee suggestion scheme

Employee Suggestion Schemes have been used in organizations for a long time due to the fact that they enable fostering of creative ability of employees. However, they must be used effectively and in a sustainable manner to better the creativity and innovation capacity of organizations in order to improve competitive advantage. Therefore there is a need to understand the maturity of Employee Suggestion Schemes. This paper proposes a new, structured evaluation tool for assessing an organizational Employee Suggestion Scheme maturity. It suggests five building blocks: Leadership and Work Environment, System Capability, System Effectiveness, Organizational Encouragement and System Barriers, each of them characterized by several relevant indicators and an assessment/grading scale in order for an organization to be able to determine the maturity level of their Employee Suggestion Scheme as: Initial stage, Development stage or Advanced stage. Organizations should apply this tool to assess the maturity level of their Employee Suggestion Scheme and draw a roadmap for its improvements

An Overview of employee suggestion schemes: The past, present and the future

Innovations are becoming increasingly important for organizations to remain competitive in the dynamic business environment. Employee Suggestions Systems (ESS) is a useful tool used in the organization to elicit employees\u27 creative ideas. Over the past decades, suggestion schemes have been studied from many perspectives. The objective of this paper is to present the history and evolution of suggestion schemes, from their early beginnings to sophisticated computer based systems that are widely popular in many countries. It begins with the discussion of origins of suggestion systems, followed by discussing how they have evolved over the years, and understands a typical process involved in suggestion system. The future model is discussed that can sustain and contribute significantly towards the success of the organizations. Through a literature review, it\u27s described the existing research on suggestion schemes to understand the critical drivers and barriers for the success of the suggestion schemes. This paper also cites and illustrates the well-known suggestion systems used by UAE organizations and their benefits. This paper should be of value to practitioners of suggestion schemes and to academicians who are interested in knowing how this program has evolved, and where it is today and what future it holds. This paper has assimilated the existing knowledge on suggestion systems to provide a quick run through to the field and has extended the search for drivers and barriers to suggestion scheme from creativity and innovation literature

Critical success factors of innovation and creativity for global entrepreneurs

Innovation, is a subject of considerable interest for entrepreneurs. They share a keen interest in learning how to foster innovation and creativity in ways that help firms to create increasing amounts of wealth. Research on innovation and creativity has increased ever since they were considered to be the key to building a competitive advantage. In fact, it is a challenge for organizations to sustain innovation. In this chapter, we explore the factors that entrepreneurs should address to channel innovation in their organizations. Entrepreneurship, on the other hand, requires the funneling and implementation of creative ideas, leading to innovation. This chapter is particularly relevant to global managers seeking to identify inhibitors of creativity and business innovation and how to combat the roadblocks and create a sustainable innovation environment. The chapter discusses the three essential components that must be considered to spur innovation. We highlight the best practices associated with these factors through a case study of three organizations