Introduction
The researchers have conducted a comprehensive study on the application of the business excellence model and its implementation peculiarities in terms of the public companies operating in the UAE. It should be noted that the chosen public company had mostly Arabic workforce. The purpose of the case study was to dwell upon the administration techniques and methods utilized in the organization and to evaluate whether they were effective or not. The business excellence model is aimed at assessing the efficiency of the implementation of TQM (Total Quality Management) principles in companies to boost their performance, and it was significant to determine which aspects could prevent its successful realization.
Summary and Analysis
Importantly, this model is one of the most crucial aspects of leadership strategy. It should be applied to all divisions, involving all the employees at various levels and engage suppliers and stakeholders to the development of the enterprise. The key to success, according to this approach, is learning and adapting to continuous change through the consistent application of scientific methods. However, despite the required changes, the corporate philosophy should remain unaltered since, if the organizational culture is based on values, the senior management will be able to emphasize the importance of individual aspirations at the same time making effective use of the collective power.
It should be noted that the research investigated the DGEP (Dubai Government Excellence Programme) method for self-assessment. Both managers and employees had to conduct the evaluation and self-reflection. According to the study results, one of the most significant aspects in terms of corporate efficiency is the cultural factor. The authors suggested that the peculiarities of the Arabic culture would influence greatly the performance of a company operating in the public sector. This assumption was validated in the course of the research. Moreover, it was revealed that the insufficient self-assessment (due to the Peculiarities of the Arabic mentality) would not allow outlining the corrective measures.
It was evidenced that a strong subordination is characteristic of the company under study, which implied the delineation of the leadership from the workforce. Also, the employees that work on the lower levels had less autonomy, especially in the case of non-indigenous workers. It means that they were not empowered to execute self-management and had to comply strictly with the guidelines provided to them. Moreover, such an attitude towards employees led to the fact that the staff was not able to enhance their performance based on the conducted self-assessment. Even though TQM was utilized by the leadership, it was ineffective due to the ignorance or incomprehension of the existing cultural factor. Therefore, it can be stated that the business excellence model will be effective if it is adapted to the UAE mentality and peculiarities of the Arabic people.
Conclusion
It can be concluded that the research results have evidenced the need to empower and encourage the employees of all levels to contribute the company performance through effective leadership styles and approaches. Given the importance of the cultural factor in the implementation of business excellence, it can be assumed that it is the role of leadership solely to promote self-assessment and to give more autonomy to the workers. After the accurate evaluation and reflection, the senior management will be able to align the strategy and apply the model effectively to the process of planning. Thus, self-reflection and cooperation with the both native and non-indigenous workforce will enable the company’s leadership to achieve greater organizational commitment and productivity.