Article Summary
The Business Excellence Model (BEM) has been described as a set of practices and procedures that are result-oriented and are implemented by managers (Leonard & McAdam, 2002). The article provided sought to find out how managers perceived BEM, how they used it, and ways in which the Business Excellence Model could be used to increase productivity and profitability in companies.
19 organizations were recruited into the study using the grounded theory methodology. Results showed that indeed, managers used BEM mainly for operational efficiency. BEM was also used as a measurement tool by some managers. Through the study, it was noted that a significant group of managers, who had a more in-depth approach, explored the audit role of BEM.
BEM is an asset when it comes to reinforcing plans within an organization (Huang & Chuang, 2013). The approach provides a synopsis of the organization where programs can be charted out and measured as well. The grounded theory methodology did not, however, explore all the managerial levels. Thus, there is still a need for further research that examines the tactical and strategic aspects of decision making.
Overall, it can be stated that BEM has three primary functions; planning, structure management and measurement of outcome (Paranitharan, Ramesh, Pal, & Jeyathilagar, 2017). Not all managers have explored all three roles.
References
Huang, L., & Chuang, C. (2013). The development of an optimal multiple channel strategy model for travel agencies’ tourism business excellence. Journal of Travel & Tourism Marketing, 30(7), 732-753.
Leonard, D. & McAdam, R. (2002). The role of the business excellence model in operational and strategic decision making. Management Decision Journal, 40(2), 17-25.
Paranitharan, K., Ramesh B. T., Pal P. A., & Jeyathilagar, D. (2017). An empirical validation of integrated manufacturing business excellence model. International Journal of Advanced Manufacturing Technology, 92(5-8), 2569-2591.