management

What types of competencies should be present in a good KM team? What is the contribution of each skill set?

Creating a knowledge management team is not restricted to giving a specific group of people certain information and assigning them with the corresponding roles in the information processing and distribution. Each of the group members must have a certain set of competencies that define him/her as a professional and allow for the better overall performance of the team. The following are the most often required qualities of a typical KM-team member:

• time management skills (allow to arrange the working process efficiently and obtain results faster);
• being knowledgeable and able to learn new information fast (helps increase the speed of the production process);
• using appropriate learning techniques for distilling and learning key information quickly (allows for absorbing more facts within shorter amounts of time);
• the skills that help gather information and process it in order to drive the conclusions that will help make management decisions;
• the skills on information networking that help reach people who have specific knowledge (help obtain the required information faster);
• the skills that help search for trustworthy resources (allow for using verified information and, therefore, for more precise calculations of the supposed income);
• the skills in IT to record and disseminate the information efficiently;
• the skills in solving problems by using teamwork (help boost the use of knowledge sharing system and, therefore, more efficient distribution of the information within the company);
• communication skills that help lead an open dialogue (allows to solve the problems constructively and avoid possible conflicts within the team);
• the ability to be innovative and flexible (helps find original and effective solutions to the emerging problems);
• the ability to learn from past mistakes (helps avoid making the same mistakes in the future).

As Dalkir (2005) claims, taking these simple postulates as guidelines will help one improve the knowledge sharing system within the company and, thus, improve the efficiency of the team’s performance.

List some of the major types of organizations that offer KM positions and discuss why they need these KM skills.

There are several types of organizations requiring the services of a KM specialist to make sure that the process of knowledge management goes smoothly within the company. Splitting the entire variety of these organizations into several groups, one will come to the conclusion that there are basically three types of such organizations, namely, the ones that deal with:

• creating information content;
• providing information delivery;
• improving information technologies.

Below, there are several examples for each of the above-mentioned types of knowledge management organizations:

Using the key principles of the KM theory, the given companies manage the information that they have at their disposal either to create new content or to make efficient use of the already existing one. It is necessary to mention that each of the three aforementioned types of companies is a logical continuation of the previously mentioned one. Thus, one can observe the repeated information cycle within the society, which presupposes that the old facts are used as a basis for creating new content.

Reference List

Dalkir, K. (2005). Knowledge management in theory and practice. Burlington, MA: Elsevier Butterworth–Heinemann.

Introduction

Leadership and management are key issues that determine the performance of organizations. Investors may not be good leaders or have the required management skills; therefore, they hire professionals to run their organizations. Learning and tainting institutions offer various courses that ensure managers and leaders are equipped with the relevant skills required to sustain and improve the performance of various organizations.

Scholars have supported different theories to explain how leadership and management skills are essential in companies and how they can be improved to ensure there is maximum utilization of resources. This paper examines Henri Fayol Management Principles and Stauffacher’s Management Principles and Espoused Leadership Context and Principles respectively.

Stauffacher’s Espoused Leadership Context and Principles

This critic argues that leadership must provide purpose, direction and motivation to subordinates to achieve the objectives of an organization. He claims that leaders must show other workers the reason and benefits of respecting work policies to ensure the visions of their organizations are realized (Kraemer 43). This is achieved by focusing on the goals, standards and priorities like reduction of expenses and maximizing resources to generate profits.

He argues that leaders motivate their subordinates by being responsible and accountable. This means that if a leader reports to work late or offers excuses every time things go wrong the subordinates will follow suit and their organizations will not achieve their goals easily (Maxwell 13).

Good leaders should reward responsible workers by recommendation their salary increments and promotions and at the same time reprimand and punish those that fail to respect the policies of their organizations. This will ensure workers maintain a high level of discipline that is necessary for better performance (Kraemer 49). He discussed the following key leadership principles that should not be compromised if organizations want to achieve their goals.

First, he explains that leaders should know themselves and seek to improve their skills through experience and training. This means that being in a leadership position should not put people in comfort zones because there is the need for them to acquire additional knowledge and skills that are essential in ensuring they perform their duties properly.

In addition, he proposes that leaders should be proficient at their jobs and ensure they seek and accept responsibility at their places of work. This is an effective way of promoting transparency and accountability at work and helps other workers to maintain a high level of discipline.

Moreover, he adds that good leaders should ensure they make sound and timely decisions that will be accepted by their subordinates. A leader in the accounts department must be in the forefront in advising other leaders how to spend money wisely to ensure companies have resources for emergencies and do not misuse their abilities (Maxwell 22). He recommends that subordinates must be informed about issues that affect them or the company.

It is necessary to ensure that subordinates are informed about key decisions in a company even if they are not directly affected by them. For instance, a decision to ensure that all cars are parked at designated places is a good way of ensuring there is law and order in a company. Subordinate staffs should be informed about these decisions to ensure they direct visitors and other stakeholders to park their vehicles at specified places.

In addition, communication should be timely because some messages become useless if they are not delivered at the correct time. Communication will ensure tasks are understood and that everybody knows what is supposed to be done at all times. Sometimes employees may fail to perform their deities properly because of ambiguous instructions that confuse them.

Lack of proper guidelines that define the roles and stations of workers causes conflicts among them and expose the weaknesses of leaders in such organizations. Therefore, leaders should ensure their decrees are understood before they start holding their employees accountable for failing to perform their duties properly.

It is important for leaders to ensure they do not misuse the capabilities of their organizations (Maxwell 48). For instance, participation in corporate social responsibility is a noble course but this does not mean that leaders should be excessively philanthropic in distributing company resources to communities.

Lastly, this author argues that team building is a clear indication that a leader is in control of an organization. Workers come from different backgrounds and some of them do not even know the meaning of teamwork and its importance (Kraemer 67). Therefore, it is the responsibility of a leader to ensure all workers and departments are brought together and there is unity and coordination among them.

It is very easy for organizations to achieve their goals if their workers are united. These principles are very important because they help leaders and their subordinates to understand their roles, promote communication and work as a team to achieve the objectives of their organizations.

Fayol Management Principles

Henri Fayol outlined 14 Principles of Management he believed were necessary in guiding managers to execute their mandates properly and help their organizations to perform well. He believed that division of labor is an indispensable aspect in modern businesses because it encourages specialization and this increases the efficiency of workers and improves their effectiveness (Titman 47). He advocates for organizations to assign roles to their workers according to their skills, qualifications, experience and interest.

Secondly, he argues that a good manager should have authority and responsibility to ensure he has the right to command subordinates and exhort their obedience. This will put him in apposition that will ensure the subordinates follow command from a central location (Hill and McShane 39). Respect at the work place is an indispensable aspect because it draws lines between managers and their subordinates. Therefore, managers should not be too soft on workers lest they want them to disappoint their leadership abilities.

Organizational goals cannot be achieved if there is no discipline and it is the role of managers to ensure punishments and rewards are used appropriately to manage the behavior of subordinates. This author claims that the need to have a leader like the CEO of a company such as Apple, Google and others ensures there is coordination and smooth flow of instructions from a central position.

Organizations that have various leadership positions experience serious challenges in managing their affairs due to confusions and conflict of interests (Titman 70). Unity is important in planning because it ensures all workers follow a plan developed by the management. The performance of managers affects the overall competence and effectiveness of their organizations.

Therefore, they should learn to put the interests of their employers before theirs. It is necessary for managers to ensure that their personal perceptions and interests are kept at bay if they do not help their organizations to achieve their goals.

Moreover, workers exchange their energy and expertise for money and thus they must be properly compensated to ensure they are motivated to work harder. Managers have the responsibility of ensuring that all workers get reasonable salaries and those that deserve promotions are allowed to occupy higher offices and improve the performance of their companies.

They should know that they earn good salaries because of the hard work of their subordinates; therefore, they should reciprocate these favors by ensuring that investors offer reasonable salaries to their workers (Hill and McShane 43).

There are various systems of management and it is important to understand that none is better than the other. Some organizations perform well if they use centralized management systems while others do the opposite. Therefore, managers should ensure they make appropriate decisions regarding when, where and how to delegate duties. It is unwise for them to perform all duties and put on their shoulders the responsibility of managing their organizations and doing all chores (Titman 81).

However, delegation of duties should be based on workers’ experience, ability, training and interest to ensure people are not forced to do what they do not want or are not capable of doing. This author argues that the hierarchy of an organization must be maintained and respected to ensure there is proper execution of orders and communication flows through the designed channels to improve efficiency in performance.

Lastly, he recommends that there must be order in an organization to ensure workers, investors and the public. This is achieved through a fair application of the standards that regulate the behavior of workers (Hill and McShane 69). In addition, he concludes that employees should be motivated to work hard by ensuring that there is low staff turnover and that employees are allowed to be innovative even if they make mistakes because this is an effective way of learning.

Conclusion

Effective leadership and management cannot be achieved by wishful thinking but by working hard and ensuring the principles that guide these aspects are respected and followed. Good leaders make excellent managers because they know what they are supposed to do and how to treat their subordinates. There is no shortcut to improved performance and workers must ensure they follow the policies of their companies and do their best to improve their performance.

Works Cited

Hill, Charles and Steven McShane. Principles of Management. New York: McGraw-Hill, 2006. Print.

Kraemer, Harry. From Values to Action: The Four Principles of Values-Based Leadership. New Jersey: Jossey-Bass, 2011. Print.

Maxwell, John. Leadership Principles for Graduates: Create Success in Life One Day at a Time. Mexico: Thomas Nelson, 2007. Print.

Titman, Sheridan. Financial Management: Principles and Applications. New Jersey: Prentice Hall, 2010. Print.

Introduction

Over the past years, human resource managers in many organizations were viewed as individuals who could only play the staffing role. HR was often overlooked when making crucial decisions concerning innovation, financial performance, or customer service.

Currently, organizations have realized that all strategic changes that occur within an organization have implications for the workforce of an institution. Based on this awakening, the role of HR as a lead business strategist and a strategist architect has been given attention. This paper looks at how the HR boss fits this role within an organization.

HR As a Lead Business Strategist

An organization’s human resource practices and cultures form a unique trait that defines HR managers as business strategists (Lawler & Boudreau 2009). These exceptional traits create a character that makes it superior to its competitors. Issues such as employee skills and a company’s motivation strategies define an organization’s capability to handle tasks. Thus, HR practices are essential in meeting these strategic goals (Buller & McEvoy, 2012).

An organization is defined not only by the resources it possesses but also how successful it can utilize them to attain its key agenda. Competitors differ in terms of the resources they control. This resource-based difference brings out the varieties that people witness in different companies. An organization that has rare, non-substitutable, non-imitable, and non-transferrable resources exhibits a competitive advantage.

The human capital of an organization addresses issues such as employee knowledge, skills, and abilities, all of which are steered by the organization’s HR arm. The performance of the human resource department under the HR boss determines the extent to which the organization’s goal and objectives can be attained.

According to Buller and McEvoy (2012), the HR boss puts in place the social capital that exists in the form of structures of interaction between internal employees and external stakeholders who form an environment that promotes innovation and strategies of achieving them.

HR as a Strategy Architect

Human resource managers are strategic architects in the sense that they share and shape the picture of how their companies exist in the marketplace. They give insights on how their organizations can gain superiority and win other businesses. HR people understand the existing trends in terms of the current industry structures, business ideas, and anticipated results. This appreciation enables them to foresee possible obstacles in their ideas and advice on how to encounter any threat.

As strategy architects, HR specialists create the bridge between the internal and organization and the exterior environment. They define how their organizations can influence the clients’ demands and expectations (Ulrich & Brockbank 2009). Thus, HR specialists possess the blueprint of a company’s values and resources since they are well informed to guide on new strategies.

Based on their understanding of the strategy and possible challenges, effective HR professionals in IBM have maintained the company’s excellent performance. The corporation has more than 350,000 human resources. The company’s HR managers usually look for possible future needs and skills that the business will need.

With such information, they can equip the current workforce with the company’s plans (Ulrich & Brockbank 2009). The IBM HR team acts as the main leaders of the company’s overall global transformation. The team has built more confidence in its employees. Besides, it has made them believe that their future within the company is secure. Such strategies make the company’s employees more flexible to change.

Conclusion

The role of HR in an institution clearly goes beyond staffing. For the effectiveness of employees in achieving any company’s vision and goals, HR specialists have to be involved in the business strategies that usually entail the use of workers.

References

Buller, P. & McEvoy, G. 2012, ‘Strategy, Human Resource Management, and Performance: Sharpening Line of Sight’, Human Resource Review, vol. 22 no. 1, pp. 43-56.

Lawler, E. & Boudreau, J. 2009, ‘What Makes HR a Strategic Partner?’, People and Strategy, vol. 32 no. 1, pp. 15-22.

Ulrich, D. & Brockbank, W. 2009, ‘The role of HR Architect in the Strategy HR Organisation’, People and Strategy, vol. 32 no. 1, pp. 25-31.

Companies’ performance significantly depends on the satisfaction of employees. The increased staff turnover can be discussed as a sign of the managerial problem within the company because employees are inclined to choose the other perspectives for their careers. Thus, a significant factor in reducing the general workforce performance and in causing staff turnover is a lack of upward mobility.

To avoid the negative consequences of this situation, it is necessary to focus on the career planning systems oriented to both the individuals and organizations to satisfy their needs. Career planning systems are important for both parties because employees receive the opportunity to respond to their needs and aspirations when employers can retain talented staff and increase productivity.

Today, a lot of industries are highly competitive; that is why talented human resources have many opportunities to find companies where their needs will be satisfied (Sims, 2007). As a result, to retain the talents in the firm, it is important to focus on the advantages of career planning systems.

Effective career planning systems with the focus on succession planning, job rotation strategies, and education and development assistance can be considered as strategic human resources tools designed to contribute to the talents and company’s progress.

Career planning is the complex program developed by the human resources manager to meet the interests and needs of employees about their professional growth and development and to create advantageous conditions for the talented staff. Employees have definite professional goals and plans regarding their careers. If the company cannot provide opportunities for realizing these objectives, persons choose to change the job with the focus on further career perspectives.

In this case, the task of the human resources manager is to identify talented employees, evaluate their skills and potentials, and to correlate the abilities with the taken positions to conclude about the career planning about the individual (Cartwright, 2005). However, such assessments and evaluations along with provisions of opportunities to develop the potential should be regular and workable for all the employees. From this point, the effective and balanced career planning system is necessary.

Career planning is based on such stages as the employees’ self-assessment in relation to which they receive the opportunity to focus on their objectives, values, skills, and perspectives, the development of programs and methods in order to improve employees’ skills and knowledge, the concentration on multiple tasks strategy to develop the employees’ abilities (Deb, 2006).

As a result, employees focus on their potential and receive the necessary knowledge to take a higher position with the company and satisfy their needs regarding career development.

The career planning systems can depend on such approaches as succession planning when the employees are prepared by managers to take the vacant positions because of the employees’ turnover within the company, job rotation when the positions of employees and their duties are exchanged in order to improve and expand the staff’s knowledge and abilities, the self-assessment and interviews in order to focus on the employees’ potential and goals, seminars and workshops to develop employees’ practical skills and prepare them for the higher positions (George & Jones, 2007).

Having no opportunities for the career development with references to the effective career planning, employees do not see perspectives for their professional growth because their competence is not appropriate for taking the higher position within this concrete company. Many firms focused on opportunities for career planning to avoid such problems and retain talented staff. However, the approaches to career planning can be different.

According to Noe, “in Coca-Cola USA’s career planning system, employees and managers have a separate meeting after the annual performance review to discuss the employee’s career interests, strengths, and possible development activities” (Noe, 2013). Similar approaches are utilized in many other companies globally.

Such career planning systems as succession planning and educational programs for employees are used in many companies, including General Electric, Dell, and Home Depot. The human resources managers in these companies pay much attention to evaluating the potentials of the talented workers and to developing the possible career paths for them to attract the professionals to work at their productivity and aspects of performance with references to the proposed career planning programs (Noe, 2013).

Furthermore, General Electric and Coca-Cola focus on the advantages of the automated career management systems to discuss and analyze the career paths and opportunities for all the company’s workers basing on their experience, knowledge, background, demonstrated skills and abilities as well as potentials.

Career planning is an important part of the strategic human resources management because implementing the associated programs, the company focuses on increasing productivity, identifying the employees’ needs and goals, developing the talented employees’ potential, contributing to the work quality, and providing the necessary guidance for the staff in relation to their perspectives, and advantageous career paths.

References

Cartwright, S. (2005). Human resource management. USA: Mittal Publications.

Deb, T. (2006). Strategic approach to human resource management. USA: Atlantic Publishers & Dist.

George, M. J., & Jones, R. G. (2007). Understanding and managing organizational behavior. USA: Prentice Hall/Pearson Publishing House.

Noe, R. (2013). Careers and career management. Retrieved from http://answers.mheducation.com/business/management/employee-training-and-development/careers-and-career-management

Sims, R. R. (2007). Human resource management: Contemporary issues, challenges and opportunities. USA: IAP.

Some of the leadership principles that Pacetta talks about include developing trust in the team; creating loyalty; generation of enthusiasm and excitement in the team and the organization at large. Other leadership principles highlighted include the development of positive attitude by the leaders and members of his team, an exhibition of self-confidence, decisiveness, keeping positive company, effective execution of goal setting process, building a strong and cohesive team and constant search for improvement (Pacetta, 1995).

Pacetta’s leadership principles can be used on both military and non-military settings. In a non-military setting, it is pertinent that leaders remain decisive in all decisions that they take, be it on the field or in the office. Decisiveness entails making a good judgment by making rational and informed decisions. Decisions on military operations should be made on an informed perspective because of the huge financial costs that come with initiating such operations.

The leader should stick to such decisions, only making a few amendments whenever any weaknesses are observed. Obviously, this will be a challenge, but when the decisions are made from a well-informed perspective, then it may go smoothly. Operationalization of good decisions depends on the self-confidence of the leader. Decisiveness is a leadership principle evident in Pacetta’s management of the Xerox sales’ team that saw him transform the team to winning ways (Pacetta, 1995).

In a non-military environment, leaders and managers must develop a genuinely positive attitude. This is more than thinking good thoughts. Leaders have to realize that one’s attitude makes a difference. They must have faith that all problems can be solved and that their reaction to various circumstances is actually a model for teams to emulate. They have to be enthusiastic about whatever it is that they do. An enthusiastic leader will always have a team that is positive about their undertakings.

The pace of the leader usually determines the pace of the team. Team leaders must show self-confidence. However, there should show no element of arrogance in them. They have to exhibit an attitude and willingness to help their teams at all times because the leader’s efforts are rewarded when they are fully engaged in their responsibilities. One of Pacetta’s most important achievements was focusing on his leadership responsibilities even with all the challenges such as fear, resentment, back-stabbing, and all leadership challenges (Pacetta, 1995).

One only becomes proud of his profession when he or she possesses a positive attitude that leads his or organization to a situation when they break even. Leaders have to be decisive and driven by their set goals. They have to stand by their decision even if they are unpopular in other quarters. Leaders must keep the company of positive people as echoed by a popular cliché ‘you become what you think about’. The importance of a positive environment helps leaders to bring into perspective their success and that of their team. Their minds will, therefore, move in the direction of their dominant thoughts. They should undertake to seek out mentors who are wise and have relevant experience who can help them achieve their met goals. This example will also be emulated by their team. Leaders have to simplify their goal-setting process.

Successful leaders have to focus on what they want to achieve. They ought to come up with clear cut priorities so that they continue focusing on the set goals. They must come up with goals that are in the best interest of their organizations and their teams. Leaders have to be realistic when they are setting goals. The goals must be those that can be achieved (Pacetta, 1995).

The goals have to be kept visible so that all members of the team are capable of seeing them. Leaders in organizations have to be passionate about whatever activity they do. A leader who loves his work will not look at his work as labour. When your team realizes how passionate you are about whatever it is that you do they will also certainly become passionate about their work. They will be fired up about what they do because of the energy that creates some sense of unlimited potential. Team leaders must constantly seek improvement and must not assume that they have actualized and therefore need no continual learning.

Their teams must also seek for continual learning so that they improve on their skills. Managers who are not receptive to self-improvement are static and are backward. Team leaders and managers must put in place a cohesive team. They have to recruit qualified personnel and motivate and train them. This will make the team attain the company’s set objectives. The levels of building a good team should be the process of selection of employees; training them so that they have extensive knowledge of what they are supposed to do. The recruited team has to be motivated, and their progress monitored. They should be given either monetary or emotional rewards when they have performed exemplarily. Lastly, they should be promoted to re-enforce jobs that they have done well.

In my work environment, my leaders do praise us for our positive contribution. This makes us feel good. This really motivates us and creates in us an urge to give our all. Our leaders care about us as human beings and understand that we cannot be perfect in everything that we do. They respect us and appreciate. They praise us openly.

Reference

Pacetta, F. (1995). Don’t Fire Them, Fire Them Up. New York, NY: Simon&Schuster. Web.

Introduction

The concept of organizational culture has emerged as a powerful force for transforming the performance and effectiveness of different corporations. Leaders planning to establish a superior strategy should begin by introducing ideas, processes, and procedures that resonate with their firms’ missions and visions. Such initiatives will create a new culture that empowers and encourages all employees and supervisors to collaborate and deliver positive results. This paper discusses the importance of organizational culture and how it can impact a company’s ability to respond to the market, adapt to change, and improve its performance.

Organizational Culture: Adapting and Responding to Market Changes

The ultimate objective of every business firm is to maximize profits through the use of sustainable practices and processes. Many organizational theorists have presented evidence-based ideas and insights that leaders can consider taking their companies from point A to B (Suwaryo et al. 69).

Such scholars have also identified corporate culture as a powerful concept that has the potential to make a difference for any firm. Nesbit and Lam define “organizational culture” as the atmosphere of shared ideas, beliefs, norms, procedures, and practices within a given company (314). In most cases, firms will align such attributes with the established visions and missions. The overall outcome is that all employees and leaders will remain dedicated and focus on the changing needs of the targeted customers.

A corporation with a healthy organizational culture will identify market changes and respond to them efficiently. This means that the leaders will collaborate with their followers, implement change within the shortest time, solve emerging problems, and promote superior practices depending on the existing market trends. A positive culture creates the best environment whereby workers share their ideas, solve emerging problems, and propose superior strategies for driving organizational performance (Suwaryo et al. 71). They will remain loyal, support the outlined vision, and set higher objectives that can make the targeted company profitable.

The involvement of leaders and supervisors in an organization’s wider culture is something that creates the best environment for adapting and responding to the market. For instance, all stakeholders will collaborate, implement evidence-based change, and introduce adequate resources that will eventually drive performance (Suwaryo et al. 71). In the private sector, various public companies have managed to use their cultures to adapt to the changes and developments experienced in the global market. For example, Google Incorporation is a leading organization that continues to leverage its powerful culture to respond to developments in the market.

Since its employees are empowered, they find it easier to innovate and produce superior apps that meet the changing needs of the global consumer. Similarly, many private corporations pursue the unique benefits of organizational culture to adapt and respond to the market efficiently (Felipe et al. 2365). A good example is Salesforce that encourages its workers to chase their interests while at the same time identifying issues that can add value to the community. Consequently, it has managed to respond to the demands of the market, thereby remaining a competitor in its industry.

Organizational Culture and Behavior: Adapting to Change

Companies that manage to establish positive organizational culture promote the establishment of evidence-based behaviors. According to Felipe et al., the concept of organizational behavior (OB) focuses on the ways employees and stakeholders act whenever working in groups (2361). A positive OB makes it easier for leaders to streamline all existing processes and business functions. A powerful leadership style informs a superior OB whereby managers address emerging issues, solve conflicts, and create the best environment for delivering positive results. This analysis indicates that organizational culture and behavior work synergistically to influence various processes that can enhance business performance.

The concept of organizational change applies to any initiative or procedure implemented to introduce or replace a specific process, culture, or structure in a given company. This transformation is essential since it makes it possible for companies to achieve their goals much faster or improve their competitive advantages. Throughout the change implementation process, it is appropriate for leaders to involve all stakeholders and followers (Nesbit and Lam 319).

Many workers will tend to criticize or resist the proposed change if it is not intended to improve their working conditions or expectations (Suwaryo et al. 74). The occurrence of objection throughout the process can affect the effectiveness of the company.

With his kind of understanding, it becomes necessary for organizational managers to take the issue of organizational culture and behavior seriously. This move will ensure that all workers are involved, responsive, and willing to undertake actions that can add value to the company. Appropriate norms, practices, teams, and procedures will support a reliable and positive culture. This means that the leader of the targeted organization will only consider the existing attributes and use an effective change model to deliver positive results. For example, Kurt Lewin’s change theory is appropriate whenever implementing and supporting a new transformation initiative.

The presence of a pleasing organizational culture will ensure the entire process succeeds (Felipe et al. 2367). Companies that combine organizational customs and change processes will not experience these challenges: resistance from employees and prolonged implementation. All workers will be willing to be part of the process, sacrifice their competencies and skills, and form teams to support the initiative.

Discussion

Many small and large organizations that make culture a critical aspect of their respective business strategies or models achieve their objectives much faster. Firms that promote a positive organizational culture find it easier to empower their employees, solve problems, and promote superior processes that have the potential to drive organizational performance (Nesbit and Lam 322). A good example or strategy is that of Apple Corporation. The leaders at this organization embrace the power of culture to encourage all workers to innovate continuously, identify emerging trends in the global market, and produce superior products that will meet the needs of all customers.

Similarly, Boeing has been focusing on the most appropriate initiatives to empower its employees using a desirable organizational culture. The outcome is that most of its employees remain supportive whenever implementing new change initiatives. Consequently, the corporation has remained a leading player in its industry (Felipe et al. 2369). Companies that ignore the importance of organizational culture will, therefore, find it hard to achieve their goals since their employees remain uncommitted or disempowered.

Conclusion

The above discussion has identified organizational culture as a powerful force for supporting employees, promoting change, and driving performance. The presented cases of Google, Apple, and Boeing have also revealed that companies that embrace the concept will find it easier to solve existing problems, promote innovation, and create evidence-based processes and procedures. In conclusion, managers should use their competencies to develop strong organizational cultures if they want to empower their employees and drive organizational performance.

Works Cited

Felipe, Carmen M., et al. “Impact of Organizational Culture Values on Organizational Agility.” Sustainability, vol. 9, no. 12, 2017, pp. 2354-2376.

Nesbit, Paul L., and Elman Lam. “Cultural Adaptability and Organizational Change: A Case Study of a Social Service Organization in Hong Kong.” Contemporary Management Research, vol. 10, no. 4, 2014, pp. 303-324.

Suwaryo, Joko, et al. “Organizational Culture Change and its Effect of Change Readiness throughout Organizational Commitment.” International Journal of Administrative Science & Organization, vol. 22, no. 1, 2015, 68-78.

Content

The article analyses Business Excellence (BE) and its relationship with TQM. It describes a model of quality movement from the monitoring of processes to quality control and TQM. The authors identify the aspects of TQM that support models of BE and trace the role of TQM in business excellence.

Aims

The article describes the transformations of quality management from simple inspection to current quality management approaches such as ISO standards, EFQM model, and the Six Sigma methodology. The authors indicate that the shift from inspection to prevention approach contributed greatly to quality management in the manufacturing process and later to all company activities and lately, with a focus on customer needs. By identifying the history of quality management, the authors trace the transformation of TQM from the inspection of the manufacturing process to BE. The authors also describe a model for evaluation of BE based on three factors, viz. quality, price, and delivery. These factors interact to achieve excellence, which means an improvement in the quality of goods and services, efficiency, and quality of a service or a product. A different perspective of BE is also provided in this article, viz. the approach focuses on technology, business, and organization as aspects of continual improvement. The authors conclude by outlining the principles of the European Foundation for Quality Management (EFQM) in promoting excellence and the similarities of EFQM in the European context and TQM principles.

Method

The article relied on both primary and secondary sources to provide an overview of TQM models worldwide. The business performance improvement and the European Foundation for quality management provided information on EFQM and EFQM excellence models in the European context (Ionica et al., 2010). The study also relied on articles that examined BE in the Romanian context including private and state-owned companies. The articles that analyze the transition from inspection to quality control and assurance in Romania as well as the factors that hamper the implementation of State Quality Control were also used.

Findings/Results

In this article, the analysis of the excellence models revealed a shift to quality assurance at all levels of an organization. The authors found that the principles of EFQM when applied to organizations results in improved results in terms of expertise management (Ionica et al., 2010). In the Romanian context, ISO certification should incorporate a TQM implementation to achieve quality and business excellence. Additionally, the authors note that a combined approach that integrates different quality assurance models such as EFQM, US Baldrige, and TQM will help in promoting quality and business excellence for most organizations. By borrowing from different conceptual approaches and models applied at both national and international levels, an approach for business excellence can be designed for an organization. The traditional approach to implementing one model does not allow organizations to achieve excellence. The authors further note that by combining the basic concepts and principles of TQM models worldwide, it is possible to define a BE model that is specific to an organization and achieve sustained business excellence.

Conclusion

In their conclusion, the authors note that business excellence is not a goal, but an on-going process of continual improvement that promotes organizational performance. This assertion underscores the implementation of TQM approaches. In the Romanian context, the article reveals that some organizations in this country have implemented quality improvement measures. In a bid to achieve excellence, relevant TQM models and concepts should be analyzed for possible application in a specific case. As such, it is important for organizations to understand the essence of the continual and sustained process of quality improvement in organizational excellence, which should start from the top executives and spread to all workers in the organization.

Reference List

Ionica, A., Baleanu, V., Edelhauser, E., & Irimie, S. (2010). TQM and business excellence. Economics, 10(4), 125-134.