The paper 'The Impact of the Dubai Government Excellence Programme on Performance Improvement" is a good example of a management case study. The Dubai Government Excellence Programme (DGEP) has impacted positively on the governance of public services in the monarchy. To ascertain the efficient management of the services, the unit has the mandate of reporting to the Dubai Government’ s cabinet. Following the initiation of DGEP in 1997, the programme has played a pivotal role in the promotion of excellence in the Dubai Government. Rewards sufficed to be the initial incentives that the programme utilised to motivate government entities to exhibit exceptional performance in the delivery of their services.
The European Foundation for Quality Management (EFQM) formed the basis for the excellence model. The new model contained modified criteria that suited the needs of the government institutions in Dubai. The report targets to determine the extent to which the excellence programme has improved the performance of Dubai’ s government sector. The Impact of the DGEP Programme on Performance Improvement It is appropriate to evaluate the performance of the programme regarding its initial objective of enhancing the competitiveness of public sector institutions in the economy.
It is evident that the plan targeted to ascertain that governmental institutions attained international standards in their performance. To achieve this, the project contained a set of development initiatives and improvement practices that would guarantee the sustainability of the institutions (Kahlout 2010). The research questions encompassed What is the impact of the DGEP on the performance of the Dubai Government? What is the impact of the DGEP on customer satisfaction? Moreover, the programme included a guiding excellence model and performance assessment methods to evaluate the performance of the systems on a continuous basis.
It is proper to opine that the successful implementation of the recommended practices of the programme depends on the associated influence on government’ s policies, services, mindsets and systems. The two primary objectives of the report encompass To determine the impact of the DGEP on the performance of the Dubai Government. To determine the impact of the DGEP on customer satisfaction. It is also worth noting that the programme has heightened competition among individual government institutions. By so doing, the organisations have managed to adopt world-class performance standards.
Enhancing customer satisfaction has sufficed to be the primary objective of the programme. Towards achieving the goal, the plan has recommended the most efficient Customer Relationship Management practices that the organisations ought to adopt in their quest to improve customer satisfaction. The management of customer relations encompasses customer feedback and communication, customer satisfaction surveys, customer complaints, and mystery shoppers. Therefore, it is evident that the programme has increased the necessity for internationalisation and competitive advantage on the part of the governmental institutions. Consequently, some of the government departments have decided to convert their legal structure and status from public to private so as to enhance their growth.
The Dubai Ports is a perfect example of a government institution that has internationalised to have forty international ports. Departmental partnerships are also prevalent among Dubai governmental departments. The DGEP recommended cooperation between agencies as a strategy that would improve the performance of the units. Currently, there existed multiple innovation activities and increased the necessity for performance improvement among the institutions. The performance guidelines provided by the programme have enabled the institutions to assess the gap between their organisational practices and the recommended world-class practices.
Therefore, organisations strive to reduce and eliminate the performance gap. The availability of free consultancy services has also provided feedback reports to respond to the regular needs of the institutions about performance improvement. Subsequently, Dubai’ s public institutions act as role models to other countries that intend to improve the performance of their public institutions.
Ahrens, T 2013, ‘Assembling the Dubai Government Excellence Program: A motivational approach to improving public service governance in a monarchical context’, International Journal of Public Sector Management, vol. 26, no. 7, pp. 576-592.
Andries, G Kanji, G P 2004, ‘Performance Measurement with a difference’, Total Transformation Thinking of Modern Leadership, Dubai.
Dubai Customs 2011, ‘Dubai Customs Sustainability Report 2011’, Government of Dubai.
El Kahlout, Z 2010, ‘Dubai government excellence program: a success story’, Middle East, vol. 1, no. 3.
Gargash, S, Dawood, W, Mutawa, F A, Miran, A, Ali, H M & Ramadan, M 2006, ‘The Impact of DGEP on Government Sector in Dubai’.
Saad, S M & Al Afifi, M N 2015, ‘An Empirical Test and Validation of Dubai Government Excellence Program (DGEP) using ABCD Model Analysis’, Advances in Business and Economic Development.