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Week 4:
Question: The Figure 5 shows that many strategies and frameworks are
frequently used in organisations for quality improvement. Can you provide
ONE example (UAE-based organisation) that adopts at least THREE of
these strategies and frameworks and discuss strategies/frameworks it
adopts and organisation’s achievement (100-200 words). You can surf the
relevant websites or materials to support your arguments.
Week 5:
1- Define good leaders in terms of their characteristics, personality, skills,
etc. (please provide reference lists). (100-150 words excluding references)
2- Please provide an example based on your solution(s) to the first
question. (100-150 words)
Week 8:
Question:
Recently, new “employee performance software” has been developed to
track individual output. For example, British Airways uses it to ensure that
customer service representatives’ time in the break room or on personal
calls doesn’t count on the clock. The technology can keep track so that
extra incentive dollars are eventually directed in to the paychecks of those
whose digital records merit them. It can also help managers understand
how to assemble the most effective teams or who to lay off.
Discuss the implications of such technology from a quality and high
performance perspective (100-150 words). You also can provide your work
experience to support your arguments.
Week 13:
The studies indicate that many reasons drive organizations implementing
quality management system (ISO9001, ISO14001, etc).
In order to understand UAE-based organizations’ motivation to adopt
international quality management system (QMS),
(i) you are required to choose one UAE-based organization which has
implemented ISO or is going to adopt ISO. please provide name of an
organization you choose and the status of its implementation.
(ii) discuss with “THREE senior mangers” (individually) who involve in QMS
related activities about the reason(s) why an organization decides to
implement ISO and its impact. Provide their profile and their answers.
United Arab Emirates
Journey Towards Excellence
In 100 words
As the UAE’s economy has gradually evolved into a service and knowledge-based economy,
in mid 1990s, the UAE’s visionary leaders realized the need for organizations to improve
quality and customer service to become competitive. This article summarizes the wave of
quality improvement which has taken root in many different industries throughout the UAE.
Leaders have spearheaded international excellence frameworks, recognition programs,
standards, e-Government initiatives, research and key partnerships with quality-focused
associations. These initiatives have improved quality, productivity, customer experience and
competitiveness of UAE’s. Although challenges remain, there is an optimism and passion for
quality and the journey towards excellence continues.
I’ve also taken another look at the two highlighted sentences in the document. Let me know
if the edited sentences below the highlighted ones makes sense.
By: Sunil Thawani.
Fellow, American Society for Quality (ASQ)
Author of “Business Excellence Awards – Strategies for Winning
Ex Member of the Jury, Dubai Quality Award
Email: thawanis@hotmail.com.
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United Arab Emirates – Journey Towards Excellence
Diversifying Economy and Birth of Dubai’s’ Drive for Quality.
United Arab Emirates (UAE) is comprised of the seven Emirates namely, Abu Dhabi, Dubai,
Sharjah, Ajman, Umm Al Quwain, Ras Al Khaimah and Fujairah with Abu Dhabi as the capital of
UAE. Country’s GDP (at constant prices) reached around AED 981 Billion in 2011 (about USD
270 billion).
Oil & gas was the major contributor to UAE economy. In mid 1990s, visionary leaders of UAE
started diversifying the UAE economy in order to reduce reliance on oil and set up policies to
encourage trade, travel, tourism, real estate, construction, services etc. In 2011, the share of
the non-oil sectors in GDP was 69.5 % (AED Dhs. 674.8 billion) of total GDP of UAE. Service
activities comprising of Wholesale, Retail Trade, Repair Services, Real Estate, Transportation,
Storage, Communication, Financial enterprises, Government services etc. comprised about AED
440 billion of the total GDP. (Source Annual Economic Report, 2012, Ministry of Economy, UAE).
Given the context that UAE’s economy was gradually becoming a service and knowledge based
economy, UAE’s leaders realized the need for organizations to improve quality and customer
service to become competitive. To accomplish this, they instituted a number of strategic and far
reaching macro level quality and excellence initiatives for all sectors of the economy namely the
government departments, public and private sector. Within this context, Dubai’s Drive for
Quality was born in the mid 1990s and government became the key driver of quality excellence
in UAE and organizations started adopting best practices, international standards on Quality
and Business Excellence frameworks and investing in people development.
Key milestones in UAEs
journey towards excellence.
Listed below are some of the
most significant Quality and
Excellence initiatives launched in
UAE during the last 15 years.
Please note that initiatives listed
below are by no means the
complete list. This is only to
provide my individual insights
into UAE’s journey towards
excellence.
H.H. Sheikh Mohammed Bin Rashed Al Maktoum, Ruler of Dubai &
President and Prime Minister of UAE presenting Dubai Quality Award.
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DUBAI’S DRIVE FOR QUALITY:
a. Dubai Quality Award: Dubai’s Drive for Quality was born out of vision of His Highness
Sheikh Mohammed Bin Rashed Al Maktoum, Ruler of Dubai and current Vice President and
Prime Minister of UAE with establishment of Dubai Quality Award (DQA) in 1994. The DQA,
initially only for the private sector organizations, was introduced as a means of improving
the standards of businesses operating in Dubai, thus boosting external and internal trade.
DQA is awarded to those companies that have demonstrated a consistent commitment to
best practices in their respective fields and to promote organizational excellence in
business. Organizations from 11 sectors of the economy such as manufacturing, service,
tourism, construction, finance, healthcare, education, and media can participate in the
award program. There are three levels of recognitions i.e. DQA Gold, DQA and DQ
Appreciation Prize (Refer figure 1). DQA model was initially based on US Malcolm Baldrige
National Quality Award framework and then switched over to European based EFQM model
in 1999 which continues till date.
Figure 1: Organizations journey towards excellence
b. DQA, now in its 19th cycle has made a huge contribution in building individual and
organizations capacity and competence in the field of quality and enhanced (Refer figure 2).
Sr. No.
Indicator
No. (since 1994)
1
Organizations representatives trained for DQA
1000 +
2
Organizations applied for DQA
500 +
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3
Organizations reapplied for DQA
100 +
4
Winning Organizations for DQA
250 +
5
Assessors trained in EFQM methodology
2000+
Figure 2: DQA Related Performance Indicators (Source DQA office)
c. Dubai Quality Group (DQG): Was set up in 1994 as a not for profit business organization to
develop and promote Quality and Business Excellences practices in UAE. DQG continues to
be the leading not for profit professional society for Quality professionals and has made
positive contribution in raising the voice of quality and enhancing competencies.
d. ISO: 9000: Around the same time, organizations started implementing international quality
management systems standards (ISO: 9000). In 1995 a total of 104 certificates were issued
in UAE. And by Dec. 2012, a total of 3229 ISO 9001 certificates have been issued in UAE.
(Source ISO Survey 2012 report). Growth in certification has resulted in focus on
management system based working and discipline. Implementing ISO standards have
helped organizations build a foundation to support and ensure sustainable
institutionalization of improvements over time. Adoption of management system has also
significantly increased the number of businesses offering ISO Consulting, Training and
Certification services & thereby competencies of quality professionals.
e. Masters in Quality Management (MQM): In 1996, University of Wollongong in Dubai
started MQM. To date hundreds of students have acquired formal education in quality &
excellence leading to huge capacities in quality domain. These professionals are working in
all types and sizes of organizations to improve business performance and create a culture of
quality and excellence.
f. Dubai Government Excellence Program (DGEP): To improve delivery of government
services to citizens, residents, visitors and businesses, Dubai Government established DGEP
in 1998 to improve the performance of Dubai’s government and simplify government
procedures and improve services. DGEP recognises and rewards exceptional government
employees, departments and initiatives/ projects. DGEP won prestigious 2007 United
Nations Public Services Award in the ‘Improving of Delivery Services’ category in the West
Asia region.
g. American Society for Quality (ASQ): In 1998, ASQ, world’s largest not for profit organization
of Quality professionals, appointed Sunil Thawani, Country Counsellor for UAE. Way back in
1998-1999 ASQ had just about 15 members in UAE which has since then grown to about
450 members by 2013. In Nov. 2013, ASQ opened its Middle East North Africa office in
Dubai. Hundreds of quality professionals have attained ASQ Certification program in several
quality related programs such as “Certified Quality/ Organization Member”, “ Certified
Process analyst”, Certified Six Sigma Green Belt”, etc.
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h. ISO: 14000 & OHSAS 18000: Adoption of international Health, Safety & Environment
management systems standards gained momentum in early 2000. As of Dec. 2012, a total of
882 No. of ISO: 14001 certificates have been issued in UAE compared to only 48 certificates
issued in 2000. (Source ISO Survey 2012 report). In 2009, Abu Dhabi Government issued
Abu Dhabi Environment Health Safety Management system (ADEHSMS) Regulatory
framework for Abu Dhabi Government Departments to adopt ADEHSMS.
i.
Dubai Human Development Award (DHDA): To develop employee’s abilities and emphasize
their role in the future of the UAE, Dubai Government launched DHDA in 2002. DHDA
recognizes and rewards the HR initiatives undertaken by organizations towards achieving
the Dubai Human Development goal.
j.
Dubai Service Excellence Scheme (DSES): To promote excellence in customer service
standards in the private sector and to make the experience of “Shopping in Dubai” a
pleasurable one, DQA office launched DSES scheme in 2002. It is a membership based
program wherein member organizations, primarily retail businesses, need to commit to
customer service excellence standards and code of business ethics and comply. Core
principles of DSES are:






Transparency of product pricing and policies on refund, replacement, etc.
Integrity – no fraud, counterfeit products
Reliability of services and responsiveness
Customer care
Competence of staff – product knowledge and behavior
Continual improvement
Compliance and commitment is monitored through robust mystery shopping program.
k. Hamdan Bin Mohammad e-University (formerly e-TQM College): It is world’s first online (virtual)
school in the field of TQM. It was set up in 2002 by Dubai Police. His Highness Sheikh Hamdan Bin
Mohammed Bin Rashed Al Maktoum, Crown Prince of Dubai serves as its President. Thousands of
students have enrolled to learn about core principles and practices in the field of TQM and
excellence.
QUALITY AND EXCELLENCE MOVEMENT SPREADS FROM DUBAI TO OTHER EMIRATES:
Recognizing and appreciating the positive impact and benefits of quality movement in Dubai,
other Emirates and the federal Government Departments started various programs with a focus
on improving efficiency, effectiveness, customer service and overall competitiveness of industry
and nation. Listed below are a few major initiatives:
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a. Sheikh Khalifa Excellence Award (SKEA): established in year 2001 by Abu Dhabi
Chamber of Commerce and Industry, Abu Dhabi – for private and public sector. SKEA
uses framework similar to EFQM.
b. Sharjah Economic Excellence Award: established in early year 2000 for organizations
registered with Sharjah Chamber of Commerce & Industry. They had developed their
own framework and then recently adopted EFQM model.
c. Mohammed Bin Rashid Al Maktoum Business Awards: (MRM Business Award) was
launched by Dubai Chamber in 2005 to recognise and reward firms that contribute to
the UAE’s economic development. Participation is open to all firms that are registered
with the respective chambers of commerce and industry in the UAE.
d. Sheikh Saqr Award for Government: by the Emirates of Ras Al Khaimah.
e. Ajman Excellence Award: by the Emirates of Ajman.
f. Abu Dhabi Award for Excellence in Government Performance: was established in 2008
for Abu Dhabi Government Entities (Departments).
g. Emirates Government Excellence Award: (EGEA) was established, in 2009, for federal
government departments as part of the Sheikh Khalifa Government Excellence Program
with the objective of federal government to better serve UAE community.
h. Emirates Quality Mark (EQM): The EQM was developed by The Emirates Authority for
Standardization & Metrology to grant the EQM to ensure the products comply with the
approved standards for local and export markets.
i.
Emirates Excellence Council: In 2013, His Highness Shaikh Mohammad Bin Rashid Al
Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, issued
directives to set up the Emirates Excellence Council to bring together all local and
federal excellence programs under one umbrella, to coordinate efforts, exchange
knowledge, promote teamwork and establish excellence as a national culture in the
UAE.
YEAR 2000: E-SERVICES THE NEXT MAJOR WAVE OF QUALITY IMPROVEMENT.
Services design and delivery are being continually revolutionized by information
communication and technology (ICT). Our dependence on ICT is increasing by the day as ICT is
having a profound effect on the ways we live today and how customers interact with service
providers. ICT continues to enable modernizing/ transforming of services thereby
revolutionizing business process management, quality, customer service, and customer
experience and business performance. (Refer figure 3).
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Improved
Reduced
Convenience
Cost
Customer services & customer experience
Errors
Discipline
Time
Efficiency
Inconsistency in delivery
Speed
Manual intervention
Performance measurement
Figure 3: Impact of ICT on business performance
Recognizing the potential use of information technology in transforming services, in 2002 Dubai
Government announced series of comprehensive electronic transformation initiatives including
e-Government thereby making government services available through internet. Dubai’s e
Government initiative led to quantum leap in service delivery and customer service. Today
delivery of government services through internet has spread to other Emirates as well as to
public and private sector.
Year 2013 – UAE SMART GOVERNMENT INITIATIVE LAUNCHED.
With high rate of mobile penetration, 14 million subscribers for population of about 7 million,
extensive use of smart phones and IT tablets, in 2013 His Highness Sheikh Mohammed bin
Rashid Al Maktoum, Vice President and Prime Minister of UAE announced pioneering UAE
Smart Government initiative in the region. Objective of the Smart Government is “to enhance
the leading position assumed by the UAE in the field of e-development and to keep pace with
best international practices in this domain”. Under UAE Smart Government initiative, all
government services will be made available on mobile devices within 2 year period ushering in
a new era of customer service and customer experience. UAE has achieved 7th rank globally in
e-government services and has boosted this position by launching the mobile/smart
government initiative, which is even more sophisticated.
Figure 4: The Government Summit 2013, Dubai.
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During the Emirates Government Excellence Conference, 2013 “Shaikh Mohammad emphasized
that “Excellence is a lifestyle, a government culture and a national advantage by which we can
make a lot of achievements. The implementation of the UAE Vision 2021 becomes more
feasible for us if we establish excellence at all government departments.”
M-Government Service Award was announced in mid-2013 with the objective of stimulating
the delivery of government services to the public through smartphones round the clock.
COMMONLY USED QUALITY & EXCELLENCE RELATED STRATEGIES & FRAMEWORKS IN UAE.
To enhance business performance and competitiveness, some of the strategies and
methodologies commonly used by organizations in UAE are listed below in an ascending order
(Refer figure 5). As per The ASQ Global State of Quality Research: Discoveries 2013 revealed
that there is, in fact, no significant indication that the use of quality practices differs by region.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Balanced Scorecard
Benchmarking & Best Practices (currently at infancy stage. Still long way to go)
Business Process management including Reengineering
Corporate Governance
Corporate Social Responsibility (Had a slow start but is now catching on rapidly)
Customer complaints management framework (ISO:10002)
Customer loyalty/ satisfaction measurement
Employee engagement/ satisfaction measurement studies
Enterprise Risk management (ISO:31000)
Financial management standards such as IFRS
Innovation methodologies
International management systems standards (ISO standards) such as 9001, 14001, 20000,
22000, 10002, 27001 etc.) UAE leads in the region in terms of No. of certificates issued.
Kaizen
Lean Six Sigma
Mystery shopping
Performance management including performance dashboard
Stakeholder engagement
Suggestion scheme etc.
Figure 5: Commonly used strategies and frameworks to improve quality.
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OPPORTUNITIES FOR FURTHER IMPROVEMENT.
We live in a world where change is constant and improvement is continual. Though much has
been accomplished in a relatively short period of time in UAE, opportunities for further
improvement exist such as:
a. Thought Leadership in Quality domain: There is a need for independent “Think Tanks” to
provide thought leadership and guide the quality profession ASQ’s Global State of Quality
has made an initial pioneering effort in this direction for the region
(www.globalstateofquality.org).
b. Business leaders to make quality a top priority: CEOs/ CFOs/ COOs still need to be
convinced of the potential quality management offers to reduce cost and improve product
features and thereby positively impact corporate performance. As per quality guru Dr.
Joseph Juran, the return on investment of quality improvement programs is, on average, six
times the investment made. That exceeds the value of any other investment made.
c. Quality related credible research data/ report: There is shortage of credible research data
in the field of quality & excellence in the region. Good opportunity exists to conduct leading
edge research on key performance ind …
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