Abstract
This research aims to fully explain the topic of EFQM and considering the importance of employee criteria as enablers in the EFQM discussion, to investigate the effectiveness and identify the two-way channels between employees and management in Hepco Company, and therefore the researcher has developed a questionnaire and therefore formulated hypotheses in order to achieve the desired goals, these hypotheses include:
First hypothesis: employees consider existing two-way communication channels sufficient
Second hypothesis: employees believe that the organization values ??their opinions
Third hypothesis: holding interactive meetings between management and employees is effective in improving working relationships
Fourth hypothesis: managers in the decision-making process They benefit from the employees' point of view
The fifth hypothesis: the company has provided suitable partners to establish communication between the management and the employees. In this regard, the researcher has acted in the following order in the five chapters.
The first chapter
Includes the introduction, the definition of the topic, the importance of the study topic, the history of the factory, which includes the organizational structure and geographical distribution, and the salient points of the organization, Syed quality, employees, society, target market, organizational values) stating the problem of the study objectives, the importance of the research hypothesis, the definition of terms
The second chapter
includes a review of studies in which some of the discussions in the field of EFQM include an overview of the fundamental concepts of excellence in the model and an overview of the criteria in the EFQM model and how to score them and an overview of the RADAR logic and the overall evaluation process in the model and review An overview of different approaches to self-evaluation in the model and an explanation of the fundamental concepts of excellence in the model and an introduction of the different concepts and levels of excellence in the fundamental concepts of the EFQM model and an introduction to the areas and criteria of the model and an explanation of the criteria and sub-criteria in the model including descriptive explanations and the structure of the EFQM model, the place of RADAR in the EFQM excellence model, the components and definition of the elements of RADAR logic, evaluation methods based on the EFQM organizational excellence model and considering the formulation and presentation of a questionnaire on the effectiveness of relationships Two ways of familiarizing yourself with communication, the role of communication, the process of communication, the basics and types of communication networks, the selection of communication channels, the known ways of communication, the characteristics of effective communication, the checklist of communication methods, the obstacles that stand in the way of effective communication, the obstacles to communication
Chapter 3
Examining the current situation in HEPCO company, which was initially tried to evaluate itself and the benefits of self-evaluation and the general stages of self-evaluation and the approaches of self-evaluation in the EFQM model and the advantages and risks contained in it and determining the strengths and areas that need improvement and the role of scoring and the pathfinder card, how to score the 9 areas, evaluation deviation, the maturation of the amount of energy spent on self-evaluation, the process of receiving the award, the levels of excellence, and according to the materials presented on the subject of EFQM and the review of the status of EFQM in Hepco and the report The judging committee of the second term of the National Productivity Award
Chapter Four
In the fourth chapter, statistical data analysis has been done.
Chapter Five
In the fifth chapter, results and suggestions have been presented
Introduction
The early years of the 21st century, the years that civilized mankind has been waiting for for years, do not promise comfort, and the challenges facing humans and civilizations are more visible than ever in history. Countries and civilizations try to see the least loss and gain the most benefit in the chaos and unexpected changes that occur, a slow and continuous battle for supremacy in which the victory is with the most powerful. Undoubtedly, national wealth and economic power is one of the most obvious factors of superiority and excellence of countries in this year, and creating wealth does not go through the path of seeking wellness.Therefore, the new century should be seen as the century of competition between nations and countries, and in this field, the most intelligent and hardworking will win.
Since economic centers and private and public sector organizations are the driving force of the national economy, perhaps the main question facing nations is how to pave the way for the growth and excellence of organizations. So that they can win in the world competition? Which knowledge and awareness can be the basis of organizational transformation and, as a result, national transformation? The question that the great economist Lester Thurow puts forward is how nations should change their structure and organization in order to create a space and environment in which the seeds of knowledge can flourish and pave the way for increasing national wealth. For this reason, it seems that the search for organizational excellence is one of the main challenges in itself and in the macroeconomics.
Business Excellence Models are an answer to the question of how superior organizations are organizations, what goals and concepts it pursues, and what are the criteria that govern its behaviors. Today, most of the countries in the world, relying on this model, have created awards at the national and regional levels that stimulate organizations and businesses in excellence, growth and wealth creation. The Demnick Award in Japan, the Bydridge Award in the United States of America, and the European Quality Award (EQA) created by the European Foundation for Quality Management (EFQM) and known as the EFQM model are the main examples of these awards in the three major economic poles of the last century, namely Japan, America, and Europe. Among these models, the EFQM model has become more popular and accepted globally and has been a model for many other countries in designing these awards. On the one hand, the number of European countries that have accepted this model and the organizations that have achieved success by using these models in different economic and social conditions in this country, makes this model more attractive for Iranian companies and organizations to emulate. National) is a great step towards creating an organizational excellence model for Iran and laying the groundwork for spreading the culture of excellence and striving for excellence among Iranian organizations. Since the Iranian model of organizational excellence is similar to the EFQM model in many ways and converges towards this model, a detailed familiarity with this model is a challenging need for many managers of organizations and businesses in Iran today.
The competition has begun. organized by the Ministry of Industries and Mines and organized by productivity and human resources studies institutes) more than one hundred and fifty Iranian excellence seeking companies have expressed their interest and this is promising that today's Iranian industry is thirsty and in need of innovation and new thinking. The result of this change of perspective, comprehensiveness and taking advantage of the best achievements in global business and equalizing with them is competitiveness in the market, a market that is anywhere in the world is global and excellence is a condition for survival.
The organizational excellence model is proposed in Iran in a situation where there are more than 70 excellence models and 90 quality awards in the world, which generally use the EFQM models and are gradually moving towards each other. have converged.
The competition for quality and competition has no end and the path of this competition needs a map. The companies that have participated in the process of obtaining the certificates of appreciation and the certificate of the National Award for Organizational Productivity and Excellence have well understood the importance of the existence of a map of excellence and difficulty along this path and the certificate of the National Award of Organizational Productivity and Excellence. The EFQM model is a big picture of a map that any organization can use to improve and improve its various management and operational aspects in an integrated and comprehensive format.