Thursday, 15 July 2010

"What Makes A Successful Organisation?" A Search And Review Of The Concepts, Tools & Approaches That May Contribute To The Success Of An Organisation

This report highlights the key characteristics, which appear to define success to an organisation and the characteristics, tools, concepts or practices that are perceived to be the important underlying contributors to that success. The basis of this report is a purposely-designed questionnaire (Primary data), information from published literature and options obtained from several other secondary sources including web pages and magazines (Secondary data). The report defines success as Competitive advantage, Financial performance, Flexibility, Resource utilization, Quality of service, Profitability, market share, staff turn over, Long term survival and high productivity.

And the contributing concepts, tools and factors and factors to be Innovation, Market orientation and T.Q.M incorporating many principles and characteristics of benchmarking, Quality assurance, B.P.R, Integrated business systems and the Internet, in terms of links, conflicts and relationships between these factors the report summaries that they are many. These are highlighted, interpreted and presented in the report.

1.0 Abstract

2.0 Acknowledgements

3.0 Introduction

4.0 What is “success” to an organisation?

5.0 Literature Review
5.1 Conclusion

6.0 Methodology
6.1 Secondary Research
6.2 Primary Research

7.0 Origins of Organisational management – (The Guru’s)
7.1 Fredrick. W. Taylor
7.2 Dr. W. Edward Deming
7.3 Dr. Joseph. M. Juran
7.4 Philip.B.Crosby
7.5 Dr. V. Feigenbaum
7.6 Kaoru Ishikawa

8.0 Benchmarking
8.1 The process of benchmarking is divided into seven phases
8.2 How Benchmarking contributes to a companies success
8.3 Conclusion

9.0 Innovation
9.1 Elements of Innovation
9.2 Application of Innovation
9.3 Organisational development based on Innovation
9.4 QUOTES. – (That captures the essence of innovation)
9.5 Conclusion

10.0 TQM - Key requirements and objectives 10.2 Limitations
10.3 How Total quality management and Quality focus can contribute to the success of an Organisation
10.4 Conclusions

11.0 Quality assurance systems

12.0 Business Process Redesign
12.1 How BPR Differs from TQM
12.2 Table 1. Process Improvement (TQM) versus Process Innovation (BPR) From Davenport (1993)
12.3 Conclusion

13.0 Integrated Business systems a.k.a. E.R.P
13.2 Conclusion

14.0 The Internet
14.1 E-commerce

15.0 Core Competencies and Capabilities Focus
15.1 Introduction
15.2 Definitions
15.3 Examples and cases
15.5 Conclusion

16.0 Marketing orientation
16.1 Example
16.2 Conclusion

17.0 Analysis and Evaluation – (Primary research – Questionnaire)
17.1 Introduction
17.2 Conclusion of Primary research

18.0 Links, conflicts, similarities and relationships that appear occur between the various concept, tools and approaches highlighted by the literature review
18.1 Summary of Relationships
18.2 There appear to be no links between the following concepts
18.3 Matrix of support and conflict
18.4 Conclusions

19.0 Recommendations
19.1 Identifying Best practice. –What does make a successful organisation?
19.2 Conclusions

20.0 Final Conclusion

21.0 Bibliography and references

22.0 Appendix 1
22.1 Aim of questionnaire
22.2 Interpretation of scores
22.3 Prompt list

23.0 Appendix 2
23.1. Cover letter
23.2. Phone approach script
23.3. Questionnaire approach list

Download Here: Dissertation