Master's Thesis of Industrial Management, Industrial-Financial Orientation
Abstract
Performance evaluation makes the evaluation operation available to the organization in the form of feedback and informs the management of the organization's strengths and weaknesses; As a result, it helps the management of the organization for better monitoring and control, as well as more useful planning for the future and meeting the needs of customers for production and employment. The purpose of this research was to investigate the relationship between the enabling criteria and the criteria of the results of the European Quality Award model in the Deputy Planning and Urban Development of Tehran Municipality. Based on this, a model adapted to the European quality award has been identified and compiled for use in the planning department, and based on that, the relationship between the model's indicators has been evaluated. According to the findings of the research, the criteria that have been obtained to evaluate the performance of the deputy planning department are: 1- leadership, 2- policy-strategy, 3- employees, 4- resources - partnerships, 5- processes, 6- customer results, 7- employee results, 8- community results and 9- key performance results. In order to measure the performance of the deputy planning department, questions were formulated for each of the mentioned criteria according to the indicators of each one, in order to measure the relationship between each of the above criteria in the deputy planning department. Based on the information obtained from the questionnaires, the performance of the deputy director of planning and development of urban management of Tehran municipality was not very satisfactory in leadership and had the least relationship with other criteria of the model, and the results of this research on the dimension of leadership were different from the results of similar research in this field, and it shows the role of leadership in creating correlation relationships between criteria. But in general, there have been relatively good and positive relationships between the enabling criteria and the results criteria in this survey.
Introduction
Perhaps the most famous development in the field of management during the last one or two decades is the presentation of models and theories related to improving the quality of products and services and in general activities and production and service institutions. The impressive victory of the Japanese in the past few decades and their capacity for easy production and economic transformation, together with the provision of premium quality products and services, has been the main motivation to move towards the transformation of management processes to achieve superior quality and methods that are responsive to the complex issues of today's organizations (Mherban, 2007). Europe emerged, but its comprehensive model has been formed gradually and by taking advantage of innovation and management in the fields of quantitative and statistical techniques, new organization structure and architecture, organizational improvement and restructuring techniques, and collaborative models and employee empowerment that have been developed for the past few decades. Today, leading organizations have achieved exceptional achievements by using comprehensive quality management models, perhaps the outstanding example of which is the renaissance of the American automobile industry, which, with 3 to 5 years of effort and following comprehensive quality management methods, has made up for its significant lag behind the Japanese to a great extent and is not far from surpassing them in many fields. The main advantage of total quality management as a comprehensive method of management is its bright future as the main determinant of the direction of modern management. 1- TQM (Total Quality Management) 2- Edwards Deming 3- Joseph Juran 4- Philip Crocby Its progressive and active methods in examining and solving organizational problems were searched with an emphasis on work processes as the main axis (Zammardian, 2009).
Organization excellence models are frameworks based on science, experiences and management theories, the main basis of which is total quality management (TQM) and defines the general characteristics of a superior organization. Following the theorists of the concept of organizational excellence and related models, the use of these models worldwide as a powerful tool for identifying improvement opportunities and prioritizing them has been widely welcomed (Shertan, 2018); This acceptance has been such that in most countries to attract public attention and motivate their use, these models are used as evaluation of productivity, quality and organizational excellence awards.
Today in more than 70 countries of the world, based on organizational excellence models, awards with titles such as quality award, productivity award, organization excellence award, business excellence award and performance excellence award are given. The effectiveness of using the excellence model has been such that even in Japan, which is the origin of quality awards at the global level, since 1996, the Japan Quality Award has been awarded in parallel with the Deming Quality Award, but based on the excellence model. Among the most famous models of global quality awards are Japan's Deming Award, America's Malcolm Baldrige Award, and Europe's EFQM. In Iran, since 2012, the National Award for Organizational Productivity and Excellence has been implemented based on the EFQM organization excellence model.
It is necessary to explain that the value of organizational excellence models is not because of their use as a company evaluation model in awarding processes, but rather their use by managers and management systems as a tool to create integrity and excellence in business management (Tavakli, 2016). Therefore, considering the importance of management and planning in the management of Iran's megacities, especially its capital, Tehran, and considering the rapid and complex changes in the needs and qualitative requirements in order to honor and respect the citizenship rights of individuals, in this research, the relationship between the indicators of the enabling criteria and the results of the EFQM excellence model has been investigated in the organization of the Deputy Planning and Development of Urban Management of Tehran, as one of the custodians of the field of determining macro strategies in order to improve the level of citizenship rights and move towards a modern and global society.
In this chapter, the research problem is first stated, then the importance and necessity of the research, research objectives, research questions and hypotheses, the scope of the research (temporal and spatial) and finally the conceptual definition of the research variables are discussed. The importance of this chapter is due to the fact that by reading this chapter, the reader will understand the purpose of the researcher in conducting this research and get to know the quality and quantity of the research in terms of time and place.
Statement of the problem
Today, many organizations in our country are facing countless challenges in the process of globalization. Being present in the global markets and remaining in it requires competition with powerful competitors, and the competitiveness of organizations requires correct and comprehensive planning for the establishment of management systems in order to improve the productivity and quality of excellent products and services. Some of these systems are proposed in organizational dimensions and can be planned and established with the efforts of managers and employees of the company, but others have financial dimensions and should be addressed by planners and managers of various economic, social, political and cultural sectors of the country (EFQM, 2010).
Using scientific methods to determine the organization's strategies and also using well-known models such as the EFQM organizational excellence model for the successful implementation of strategies has been a few years since our understanding has become common with the implementation of this model. It is possible to understand organizational strengths and areas that can be improved through self-evaluation that is carried out periodically and take great steps in the path of continuous improvement and excellence of the organization (Shertan, 2018).
What seems important in the discussion of EFQM is to determine the extent of the relationship between the enablers and the results criteria, as well as the strength and weakness of these relationships, which one has a more important role and which one has a lesser role in creating evaluation results in the EFQM excellence model.
1-3- The importance and necessity of research
Along with the social, political and cultural changes created in societies, the level of demands of citizens from public sector institutions, including municipalities, has increased. As a result, managers and competent officials of such institutions have always been looking for tools to improve the level of their accountability and to satisfy citizens (Islami, 2009). In the meantime, you can benefit from a strong and reliable quality tool such as the EFQM excellence model to continuously improve processes and help achieve the best performance and results. Therefore, for the successful implementation of self-evaluation before applying the EFQM model for excellence, it is necessary for organizations to be informed about the type of relationships between enabling components and results, as well as between each group, so that they can identify the main factors that create results and excellence in their organization and better implement the EFQM model of excellence in their organization. So, what is important in this context is improving the functions and activities within Tehran Municipality to provide better services to respected citizens, which should be given the attention of those in charge.