The paper "Achieving Business Excellence" is a great example of business coursework. This study explores the methods of achieving business excellence and developing an understanding of the relationship between strategy and business excellence. There is a perceived relationship between the two variables where there is a belief they influence each other. In studying this relation, the business excellence model forms part of the discussion where its characteristics and variations direct the understanding of the subject. The discussion focuses on defining the two concepts and providing their specific elements. There is a comprehensive discussion about their functions aimed at clarifying the existence of an interdependent relationship.
In particular, there is continuous mention and reference to organization management as an imperative contributor in meeting the subject of discussion. There is also a reflection on internal enablers distinguished from the external results where both function as fundamental components of business excellence. Throughout the discussion, there is significant supportive documentation agreeing with the interdependent nature of the two variables. Achieving Business Excellence Introduction The current trade and market patterns identify a continued escalation of competition. As the world adapts into globalization and changing market conditions, it becomes difficult for entrepreneurs to maintain profits and the growth of their businesses.
Therefore, as a response to the dynamic business environment, enterprises apply different strategies aimed at achieving business excellence (Dahlgaard, Chen, Jang, Banegas, & Dahlgaard-Park, 2013). Common strategies include Total Quality Management (TQM), Business Process Re-engineering (BPR), Business Excellence Models (BEM), Organizational Change Management (OCM) and Enterprise Resource Planning (ERP) (Dahlgaard et al. 2013). Among these examples, the TQM and BEM are the most utilized by a majority of firms across diverse countries.
In particular, BEM provides a basis for grading and comparing performances for competitive companies.
Business Excellence Tools. (2017). Business Excellence. Retrieved from http://www.businessexcellencetools.com/business-excellence/
Dahlgaard, J. J., Chen, C. K., Jang, J. Y., Banegas, L. A., & Dahlgaard-Park, S. M. (2013). Business excellence models: limitations, reflections and further development. Total Quality Management & Business Excellence, 24(5-6), 519-538.
Hardjono, T. W., & van Marrewijk, M. (2001). The social dimensions of business excellence. Corporate Environmental Strategy, 8(3), 223-233.
Lu, D., Betts, A., & Croom, S. (2011). Re-investigating business excellence: Values, measures and a framework. Total Quality Management & Business Excellence, 22(12), 1263-1276.
Mohammad, M., Mann, R., Grigg, N., & Wagner, J. P. (2011). Business Excellence Model: An overarching framework for managing and aligning multiple organisational improvement initiatives. Total Quality Management & Business Excellence, 22(11), 1213-1236.
Westerveld, E. (2003). The Project Excellence Model®: linking success criteria and critical success factors. International Journal of project management, 21(6), 411-418.