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Background Information on the Organization
The Clean Energy Business Council has been in existence for quite a while as a non-profit organization. Located in Abu-Dhabi, the company heralds the promotion of clean energy use as its key mission and aims at creating a dialogue between the stakeholders, i.e., the public and the local organizations, so that the issue of the clean energy use could be addressed. Moreover, the Clean Energy Business Council (CEBC) is striving to design the regulations and policies that could introduce sustainability in the target sector (About us, 2016).
Reasons for Selecting CEBC
There are, in fact, many reasons to select the named organization. For instance, it promotes the idea of sustainability and reasonable use of resources, it supports the development of science as the means to address current energy issues, and it strives for increasing awareness around the subject matter among the residents of the UAE as well as the rest of MENA countries. Moreover, the entrepreneurship has launched a variety of programs that help increase awareness regarding the issue of sustainability and the reasonable use of resources, therefore, promoting a more responsible attitude toward the subject matter among large enterprises, small companies, and individuals.
Quality Program as the Tool for Enhancing CEBC’s Efficacy
On the surface, the performance of CEBC is impeccable. Indeed, the company has been working in the designated realm for quite long and has gained quite a reputation for addressing some of the most topical issues at today’s political and economic agenda. On second thought, though, the way, in which the company operates, could use slight changes that might improve the quality of its services and promote its development in the context of the global environment as opposed to the one of the UAE and the MENA countries.
For instance, the organization could use a better focus on its human resources. On the one hand, CEBC has been using a rather efficient technique for enhancing the performance of its current members and attracting new ones. To be more exact, the entrepreneurship has been providing an extensive number of programs aimed at improving the staff members’ competencies. Furthermore, the organization has been offering training courses and numerous education options that could pave the participants’ way to higher education and help them gain the degrees of a Master, a Bachelor, or a PhD in the chosen area. Moreover, it is quite impressive that every single educational opportunity offered by CEBC to the participants is connected closely to the areas that the organization views as its field of concern:
We have taken aggressive steps in developing the required human resources through an array of programmes, including scholarships, onthejob trainings, and introducing nuclear education at undergraduate, Masters and PhD levels. These will produce an advanced nuclear cadre to support long-term sustainability objectives. (Today’s projects, 2015)
However, the courses in question, unfortunately, cannot be viewed as the ultimate tool for retaining the staff members and investing in the project participants. Since the above courses serve as the platform for gaining more options concerning higher education, CEBC is likely to experience consistently high turnover rates. Indeed, with the options provided, the organization may be used solely as the platform for getting into the corresponding HE institution, whereas CEBC needs the support of the people who will be willing to contribute to the entrepreneurship on a regular basis even after the training is over (Becker, Huselid, & Ulrich, 2014).
Given the inconsistency mentioned above, it will be sensible to suggest that the Malcolm Baldridge Excellence Criteria (MBEC) should be applied to the specified environment so that CEBC could improve its current framework of operations and adopt a more reasonable strategy for managing its human resources. For instance, the framework under analysis could suggest using incentives as the tools for investing in the staff members. While the idea of using training as the means to retain employee and gain staff loyalty can be viewed as a decent solution for a nonprofit organization, people will still need financial support to maintain consistently good performance and high enthusiasm rates. MBEC, in their turn, provide the framework of operations that permits a rapid and efficient increase in the efficacy of the HR management process (Ndubisi, 2013).
However, as far as the rest of the elements of MBEC are concerned, CEBC should be viewed as a rather successful organization. For instance, the leadership strategy designed by the head of the company can be viewed as very efficient. Evidently based on the principles of the transformative approach, the management strategy implemented by the company leader allows for carrying out an adequate financial strategy. Moreover, the current leadership approach helps maintain the significance of company values and ethics rather high, thus, making sure that the participants should make decisions based on the related concepts. Overall, the MBEC framework points to the success of the current strategy of CEBC. As soon as the issue regarding the HR approach is resolved, the performance of the entrepreneurship can be considered impeccable.
About us. (2016). Web.
Becker, B. E., Huselid, M. A., & Ulrich, W. (2014). Human resources management success: The Ulrich collection. Boston, MA: Harvard Business Review Press. Web.
Ndubisi, N. O. (2013). Enterprise development in SMEs and entrepreneurial firms: Dynamic processes. New York, NY: IGI Global. Web.
Today’s projects. (2015). Web.