Spelling suggestions: "subject:"south african excellent model"" "subject:"south frican excellent model""
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A retrospective view of the South African excellence modelWilliams, June C. 03 1900 (has links)
Thesis (MBA (Business Management))--Stellenbosch University, 2008. / Traditionally, organisational performance and efficiency measurements have been
focused on cost containment. Today, however, performance measurement systems of
world-class organisations are tailored to drive manufacturing and service business
excellence.
Quality is crucial for gaining a competitive advantage internationally. Quality award
programmes promote quality awareness, recognise the quality achievements of
companies and provide a platform for sharing successful quality management initiatives.
Quality award frameworks form the foundation for developing business excellence
models. Business excellence models are based on the premise that customer
satisfaction, people (employee) satisfaction and impact on society are all achieved
through leadership driving the policy and strategy, the people management, resources
and processes, leading ultimately to excellence in business results.
In this paper five of the most prominent international business excellence models are
discussed. The success stories of companies that have implemented these models are
looked at and the South African Excellence Model is compared with these five
international models.
The aim of the study is to analyse the South African Business Excellence Model as
compared to international models such as the Deming Prize, the MBNQA, the EFQM, the
AQA and the SQA. Case studies of two companies, Combine Cargo and Daimler
Chrysler, are analysed with the aim of determining the shortcomings of the SAEM and the
effects of the SAEM on business practices. Conclusions are drawn based on the
experiences of these businesses, in order to verify the shortcomings and the effects of the
SAEM.
Lastly, the reasons for the failure of the SAEF and the SAEM are investigated and
recommendations and guidelines are given for the revival of the SAEM and the promotion
of quality in South Africa.
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Self-assessment as component of a continuous performance improvement strategy and quality assurance in education, training and development within the South African department of defenceVon Solms, Van Heerden 30 April 2006 (has links)
In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services.
Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF).
A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant.
A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers.
This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers. / Educational Studies / D. Ed. (Education Management)
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Self-assessment as component of a continuous performance improvement strategy and quality assurance in education, training and development within the South African department of defenceVon Solms, Van Heerden 30 April 2006 (has links)
In a rapidly changing and competitive world organisations need to develop and improve their performance continuously to ensure a competitive advantage. Organisations need to determine their current status of performance constantly and identify organisational strengths and areas where improvements can be made. Periodic organisational self-assessments are therefore required to measure current management and operations policies, practices and procedures, in order to enhance overall business performance rather than solely concentrating on the quality of products or services.
Traditionally, external inspections were more commonly used by educational and training institutions for the evaluation of institution and learner performance. These institutions are today taking part in a growing drive for internal self-evaluation, arising from the desire of institutions and Education, Training and Development (ETD) practitioners to assess their own performances. Self-assessment as part of an endeavour to sustain continuous improvement is therefore also appropriate for ETD providers in the South African National Defence Force (SANDF).
A new defence dispensation and a changing ETD environment in South Africa have created new demands on ETD providers in the SANDF. Although training units within the SANDF may function in a unique military context, national legislation relevant to ETD and the latest approach of openness and transparency into matters of the Department imply that military as well as non-military ETD in the SANDF is to be closely aligned with national training and development initiatives. As legislation does not make a distinction between military and private ETD providers in South Africa, most traditionally assumed differences are no longer relevant.
A case study explored the appropriateness of conducting organisational self-assessment as component of a Continuous Performance Improvement Strategy and Quality Assurance within the SANDF. The study also investigated the usefulness of a Total Quality Management approach to quality assurance in the ETD environment and the impact of the frameworks used, available assessment instruments and the selected assessment methods on the significance of organisational self-assessment by ETD providers.
This study's investigation of the appropriateness and significance of regular organisational self-assessments by training units in the SANDF thus has broader implications, as recommendations are also applicable to other ETD providers. / Educational Studies / D. Ed. (Education Management)
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