The UAE-Based Organizations Business Excellence Models

Introduction

The current economic development witnessed in the United Arab Emirates (UAE) is attributable to the abilities and willingness of organizational leaders to embrace the power of different managerial concepts. One such attribute is that of business excellence models. The Roads Transport Authority (RTA) and the Ministry of Infrastructure Development (MOID) use these two frameworks to achieve their objectives: the European Foundation for Quality Management (EFQM) and the Malcolm Baldrige National Quality Award (MBNQA). The discussion below gives a detailed literature review of the proposed research topic.

Literature Review

Within the past three decades, theorists have borrowed numerous ideas from the business and scientific fields to present evidence-based models for improving organizational performance. With many companies operating in turbulent or chaotic sectors, there has been a need for managers to embrace and implement different business excellence models. In the year 1988, the American government launched the MBNQA to revolutionize business culture and encourage organizations to embrace sustainable practices (Asif and Gouthier 524). This tool has become a benchmark for promoting desirable action plans, including continuous improvement. Today, over 60 countries have awards that are based on the Baldrige criteria.

The EFQM is another powerful model for guiding leaders to manage their organizations and deliver targeted results in a timely manner. The framework focuses on these eight key concepts: customer satisfaction results in orientation, the constancy of purpose and leadership, people involvement, management using evidence-based processes, innovation, public responsibility, and continuous learning (Jankalová and Jankal 3798). Managers who embrace this model find it easier to formulate appropriate strategies, create the best visions, and focus on the final outcomes. Many organizations in the UAE use it to drive performance.

The implementation of different excellence models promotes powerful practices that can eventually deliver targeted goals. The concept of self-assessment plays a critical role in ensuring that weak areas within the realm of management are identified. Managers can apply such attributes as powerful aspects of benchmarking (Lasrado and Pereira 72). This practice informs superior initiatives that can result in continuous improvement. The results gained from such models can become effective guidelines for business improvement.

Business excellence models present similar problems or challenges. The first one is that all frameworks have hundreds of questions for leaders and workers to answer. This practice is done to identify the right direction for every organization. Companies that lack proper models are usually unable to interpret emerging situations or circumstances effectively (Lasrado and Pereira 98). The second one is that such frameworks fail to provide meaningful solutions to most of the issues many firms encounter. This means that they cannot give wrong or right procedures for maximizing productivity.

On top of the above similarities or attributes associated with these excellence models, there are unique differences that organizational leaders should take seriously. Firstly, the Baldrige model is mainly a basis of offering different awards, while the EFQM presents powerful concepts for self-assessment. Secondly, the Baldrige model is a concept for awarding companies or organizations that meet specific requirements (Jankalová and Jackal 3802). On the other hand, the EFQM becomes a critical attribute for implementing appropriate action plans to increase profitability.

Conclusion

The above literature has presented a summarized analysis, comparison, and contrast of the EFQM and Baldrige business excellence models. Despite the outlined differences, the effective implementation of such frameworks can deliver numerous benefits, including idea generation, organizational growth, employee satisfaction, and enhanced innovation. The final paper will offer a detailed contrast and comparison of the models utilized by the RTA and the MOID.

Works Cited

Asif, Muhammad, and Mathias H. Gouthier. “What Service Excellence Can Learn from Business Excellence Models.” Total Quality Management & Business Excellence, vol. 25, no. 5-6, 2014, pp. 511-531.

Jankalová, Miriam, and Radoslav Jankal. “Sustainability Assessment According to the Selected Business Models.” Sustainability, vol. 10, no. 1, pp. 3784-3807.

Lasrado, Flevy, and Vijay Pereira. Achieving Sustainable Business Excellence: The Role of Human Capital. Springer Shop, 2018.