total quality management - Economics
Introduction The concept of TQM acts as an integrated management approach that aims at developing the performance of products and processes thus surpassing the customer expectations (Belias et al., 2017). The study thus takes into focus on the prometon of sustainable, excellence within Europe following a business that can deal with a suitable sustainable development. This further will focus on their operational and strategic levels thus developing a suitable strategic quality mission, vision, and corporate value. This will also take into focus on a strategic quality planning and leadership thus using the Baldrige Business excellence framework. This will further take the internal processes of business and HRM techniques to achieve its business excellence. Question 1: A. Discussion and definition of the Introduction of business excellence in respect to sustainable development 400 words The values of integration based on the development of a business excellence model requires undergoing various measures of sustainable development based on the environmental stakeholder needs. This has further taken into focus on meeting the core values and the concepts of sustainable development thus seeking to develop methods and strategies for quality and business excellence. This has also taken into focus on the corporate sustainability on meeting the business model criteria thus developing the measures of performance for coping up with the economic, social, and environmental bottom lines (Bailey et al., 2018). This has followed the development of a general approach that intends to explore the suitability of the BEMs thus including a corporate sustainability and the organizational scope. This has also taken into focus on the growth of the suitability of the current economic systems for enhancing a corporate sustainability thus using the lean six sigma method to support the corporate sustainability at the strategic and operational levels. The concept of a sustainable development has further obtained a growing recognition following the main idea behind protecting the organization’s capital base following a well-accepted business principle. This has further followed a well-planned integration of the planning and measurement systems to meet the goals of the business enterprises. This has also intended to focus on the business dependency for human and natural resources thus seeking to determine the economic activities and use of natural and human resources. B. Business known for its business excellence on operational and strategic level by using the business excellence model Taking the example of M&S, focus is laid on re business excellence e model (BEM) that they have undertaken to deal with the advocacy and implementation. This has also laid focus on the development of models and informed application thus seeking to cope up with the organizational changes and emphasising on the use of a strategic claim for meeting their goals. This has allowed them to lay focus on the thought and actions for following a more systematic and structured way to raise their business performance. This has also used the model of a more holistic focus on all the important areas and dimensions of the business thus driving towards a higher performance. This has also laid focus on the growing business excellence principles thus emphasising on the sue of the PESTEL analysis. This has allowed them to investigate the company’s non-controllable external factors that would help to lay a positive effect on their operations. This has also allowed them to consider the likely implications and reduce the future organizational risks. Political factors: With the owning up of the door for the British businesses in investing within Europe, there has risen the Free trade agreements and a European Integration. This has also helped to stretch on the wings of global expansion thus developing a better response to the global dictate off shoring. This has allowed M&S to launch their new franchise operations within Poland and Australia. Economic factors: M&S has been able to become more volatile within the retail sector thus coping u with changes that operate based on the interest rates. This has also determined their profits within different European countries accordingly. Social factors: the constant change ion customer tastes and preferences has also widened the opportunity and threat for the industry. M&S has been able to use this as an opportunity for developing new market for the consumers. The brand has however been suffering from threats in terms of adapating to the changes due to the traditional and outdated technology they use. Technological factors: With the growth of social media and online shopping methods, M&S has been able to introduce new methods of launching their new products thus effectively diversifying their branches in different countries. Environmental factors: M&S has adopted to several eco-friendly resources for the production of cotton and wool. There are however certain threats for meeting the legal consequences for their livestock thus requiring them to focus on their health and safety. Legal factors: There has risen certain legal problems within the company thus giving rise to various international, operations. They are however shirt lived in its nature. Question 2: 1. Strategic mission, vision and corporate values The use of the Malcom Baldridge Business excellence framework intends to highlight on the idea of business excellence thus encouraging businesses to enhance their competency. They further use an aligned approach to raise the organisational performance management thus developing an ever-improving value of customers with a focus on the growing success of the marketplace. This has also intended to develop their overall company-based performance and capabilities thus outgrowing their personal learning (Beheshtinia, Mardani and Kord, 2018). M&S has further made use of the framework to determine its mission, vision and corporate values thus emphasizing on the growing performance excellence. This has also allowed them to align to their plans and processes thus obtaining a better result and growth of core values and concepts. The company has thus set their mission statement following a reflection of organizational operations and purposes thus seeking to develop an inspirational quality that is accessible to others. They have further set their values of underpinning the policies and goals that can help them to grow their quality, innovation, and trust. This has further enabled them to meet the right balance between the corporate values and a strong market proposition thus remaining competitive (Zhang et al., 2019). This has further laid focus on the brand and product quality thus enabling a sustenance of profitability and vulnerability to changes. This has further enabled them to become aware of the fashion trends and customer expectations thus coping up with the international barriers thoroughly. 2. Strategic quality planning and the role of leadership in the successful implementation Leadership has been playing an important role in determining the strategic management process thus determining the company’s mission and vision goals. This has further facilitated M&S to execute their effective strategies and meet their visions. This has also set forth focus on raising the strategy formulation and implementation thus seeking to cope up with the threats they have been facing. This has enabled the brand to adapt to a change management technique thus raising their ability and skills of the leadership of a better management. This has also allowed them to implement and prepare for the changes on time thus improving their training and development of staff (Massoudi, 2018). This has also allowed them to ensure that they ate able to use the initiative of led to succeed as an important example of identifying and training their future leaders. By using the change management theory and processes, they have further been able to use the Baldridge business excellence framework to determine their performance exceed and program thus identifying and recognizing the role model businesses and establishing a criterion for a better evaluation of the market. 3. Analysis of alignment of business achieves between customer focus and internal processes Various companies have puled their strategies and pushed their operations by increasing the assertive customers for restricting the organizations. This has helped to develop a better response to the competitive pressures thus improving the operating profit margins and improve their product design by developing a better response to customer requirements. They have thus set their mapping of customer experience thus understating the experiences of the staff and processes to identify the problem areas and develop strategies to mitigate it. Marks and Spencer have further developed an overall station by making a global customer experience effort to serve them with the best operations possible. They have further adopted to the franchise model followed by the decisions to invest upon a fresh voice of customer (VOC) approach and software application to get a better insight into the customers. This would allow them to develop a better program and use of the InMomnt’s VoC tool to improve the capability of the cloud and internal IT systems (Taji, Siadat and Hoveida, 2016). The brand has further developed its training facilities thus offering their staff with a growing ability to understand the new platforms thus being able to meet their customer satisfaction messaging and questions. M&S has further offered various discounts and gifts to their customers to encourage them and improve their point-of-sale system. This has further added to the shopping experiences thus catering to a better form of customer focus and internal process development. 4. Role of Human resources in the successful achievement of business excellence Following an effective HR strategy involves a better aligning of strategic business planning for the business thus ensuring a successful power structure and practice. This has enabled them to facilitate their pace of change thus raising the psychical capacity of the brand. This has also managed their improvement processes thus developing a consultative approach using a wider participation and intervention followed by a better form of communication and style. M&S has further been able to use the right set of management styles and blend of skills to enable the role of developing the strategies within businesses. This has also helped them to foster a better form of survival including the business process re-engineering and a total quality management (TQM) that would enable them to improve the retention of their competitive edge. M&S has further focused on a shift in their knowledge economy and a global trading thus using an effective information management and employment of people to raise their creativity and knowledge (Evans, 2017). This has allowed them to focus on the growing importance of investment thus bringing forth an employee development and growth of HRM strategies to raise the concepts of staff motivation, reward, and development. They have further been able to use a mixture of short- and long-term strategies thus underpinning the alignment of aspirations of the business. This has also allowed them with a suitable, current, and future staffing thus improving their training and recruitment followed by a development in all the departments. Conclusion From the study, it can be inferred that the idea of achieving a business excellence requires companies to strive for a suitable position to cope up with the global competition. This has allowed businesses to focus on the financial indicators and measures followed by a better exposure to the world. This has also allowed them to explore the influences of a business excellence and values following it up with a better application of principles to deal with the growth. The study has thus taken a focus on promoting the suitable, excellence of business within Europe with a focus on the EFQM procedure and a suitable growth in business excellence. This has further taken into focus on the internal procedures taken up thus introducing the business towards a higher form of sustainable development. References Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press. Beheshtinia, M., Mardani, A. and Kord, M., 2018. Improving the quality of hospital services using the QFD approach and integration with kano analysis under budget constraint. International Journal of Hospital Research, 7(3), pp.49-61. Belias, D., Velissariou, E., Koustelios, A., Varsanis, K., Kyriakou, D. and Sdrolias, L., 2017. Integrating total quality management philosophy in the Greek tourism sector. In Strategic innovative marketing (pp. 71-76). Springer, Cham. Evans, N.N., 2017. The internationalisation strategies of small and medium-sized enterprises (SMEs) clothing suppliers in the UK (Doctoral dissertation, Manchester Metropolitan University). Massoudi, A.H., 2018. Achieving Competitive Advantage by Using Supply Chain Strategies. Int. J Sup. Chain. Mgt Vol, 7(4), p.22. Taji, M., Siadat, S.A. and Hoveida, R., 2016. Identification and ranking of key factors influencing organizational agility implementation on total quality management (TQM) in Universities (case study: Isfahan University of Medical Sciences). International Business Management, 10(15), pp.2814-2822. Zhang, M., He, X., Qin, F., Fu, W. and He, Z., 2019. Service quality measurement for omni-channel retail: scale development and validation. Total Quality Management & Business Excellence, 30(sup1), pp.S210-S226. Page 7 of 7
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