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The article ’Self-assessment practices in large organisations: experiences from using the EFQM excellence model’ by Samuelsson & Nilsson dwells upon self-assessment practices in large companies and their effectiveness. Nine large companies which operate in different fields were analysed. Samuelsson and Nilsson (2002) note that all the companies use a number of self-assessment tools. Remarkably, the organisations have resorted to EFQM excellence model which is regarded as one of the best approaches. The researchers state that the model is effective and can be applicable in a variety of settings. However, Samuelsson and Nilsson (2002) also stress that there can be universal model of self-assessment. The researchers claim that each company has to develop its own approach which could best fit in a particular setting. The researchers emphasise that it is essential to pay attention to such aspects as cultural diversity and peculiarities of the business. More so, according to Samuelsson and Nilsson (2002), a self-assessment strategy can be successful if it is used continuously and encourages each employee to exploit it. Furthermore, the researchers stress that self-assessment models must be developed and evaluated from a holistic perspective.
It is necessary to note that the researchers provide valuable insights into the development and implications of self-assessment in large companies. The researchers provide a short analysis of MBNQA model (the Malcolm Baldrige National Quality Award) and the famous EFQM excellence model. Samuelsson and Nilsson (2002) note that the models are divided into a number of criteria which help assess the effectiveness of each employee as well as the whole company. Notably, to make the models effective, top management and middle management should cooperate closely. The researchers also stress that self-assessment often becomes popular among top management as well as the rest of the employees as each employee understands the benefits and possible implications of this practice.
Evaluation of the article
It is possible to note that the article is a relevant source for managers at all levels of organisations as it contains a number of practices which have been assessed at nine large companies. In other words, the authors describe successful experiences of successful organisations. Notably, Samuelsson and Nilsson (2002) provide detailed (almost step-by-step) implementation of different practices. This can help managers exploit the strategies described or develop specific strategies which could fit their particular organisations. Importantly, some data are presented in tables and this makes the information given more comprehensible.
Finally, the authors highlight the most important aspects of self-assessment. Again, each aspect is considered separately. This coherent structure makes the article a brief guidance for managers who need to develop a self-assessment strategy for their organisations. The authors also shed light upon improvement strategies. Therefore, when self-assessment is conducted, it is crucial to develop effective strategies to improve the organisations’ performance (Samuelsson & Nilsson 2002). The authors highlight some aspects of the improvement strategies used at the organisations in question.
Implications in the UAE
The UAE has become an important financial and business milestone in the Middle East. Numerous companies, both multinationals and regional businesses, are operating in the UAE. Admittedly, foreign companies have a considerable share of the regional market. However, lots of national companies are being started in the country. Each of these companies can benefit from the use of the article in question and concepts provided.
In the first place, it has been acknowledged that self-assessment strategies are necessary for the organisations’ development. Admittedly, successful experiences of companies in other countries can help the Emirati national market develop. Each Emirati company, irrespective of its size, should employ certain self-assessment strategies. This should become a part of the culture. Interestingly, Samuelsson and Nilsson (2002) note that self-assessment is often compulsory in some companies, when it is held for the first time, but employees understand the practical value of the practice and self-assessment becomes voluntary.
Therefore, companies of the UAE should try conducting self-assessment. Of course, each company will have a specific approach. Employees can complete questionnaires or evaluate certain criteria. Most importantly, the results of the self-assessment should be analysed and proper improvement strategies should be developed.
Notably, businesses are not the only organisations that can benefit from self-assessment. Moeller and Sonntag (2001) stress that the use of self-assessment strategies has become fruitful for healthcare organisations as well. Thus, all Emirati organisations including public ones can benefit from self-assessment. More so, it is possible to state that the use of self-assessment in organisations can help the entire society develop and prosper.
To sum up, it is possible to note that the article under consideration is a valuable source which can have a number of implications. The article contains valuable insights into the effective use of self-assessment strategies. The authors evaluate experience of nine large companies and provide a number of important concepts which can be employed in organisations. It is necessary to stress that the article can be used by Emirati organisations, both public and private. This will increase effectiveness of each employee and the entire organisation. Admittedly, effective organisations can help the entire country develop.
Moeller, J & Sonntag, AK 2001, ‘Evaluation of health services organisations – German experiences with the EFQM excellence approach in healthcare’, The TQM Magazine, vol. 13. no. 5 pp. 361-367.
Samuelsson, P & Nilsson, LE 2002,’Self-assessment practices in large organisations: experiences from using the EFQM excellence model’, International Journal of Quality & Reliability Management, vol. 19. no. 1 pp. 10-23.