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Organizacija
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2011
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vol. 44
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issue 5
153-165
EN
This research was carried out among the winners of the Slovenian business excellence prize (PRSPO), finalists and those who received special diplomas as a recognition level reached by applicants in implementing the business excellence model. Based on the findings of the research, we defined eight steps that organizations can consider as a guide on the path towards excellence.The purpose of the study was to examine how the previous winners of the PRSPO began their journey towards excellence, which were the key factors, what problems they encountered and how they managed to win the diploma or award.The analysis of the survey showed that the ISO 9001 standard is considered a first step towards the Slovenian business excellence award - in fact, it is a prerequisite for further improvements in the organization. The second step involves top management commitment and support for the introduction of excellence into business processes. The top management, in cooperation with all the employees, defines the areas for improvement and also confirms the method of implementation, both conceptually and financially. It is also necessary to take environmental aspects into consideration, which is provided by a third step along with the introduction of the ISO 14001. Once an organization defines the processes, it begins to introduce the business excellence model in the fourth step and carries out the self-assessment process. The key opportunities for improvement identified by the self-assessment process are further introduced in the business. In doing so, the organization can use various quality management approaches (the fifth step) and the first application for the PRSPO. In the sixth step, the organization encourages its employees to follow continuous education and innovation and, in the seventh step, participates again in the competition for the Slovenian business excellence award. As the required business excellence level is achieved, the organization receives the award for business excellence (PRSPO).
Organizacija
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2008
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vol. 41
|
issue 2
62-70
EN
This article presents a new business excellence model for PUC (communal), especially in countries in transition as one way to business excellence. The new model has proven successful in a multinational company's daughter company in Slovenia in practice as well as in comparison with companies performing the same activity. We are aware that there are no universal models for success, but there are tools which make it easier to reach. Of course, one single tool will not make a company successful. It must have a unique (original) and requisitely holistic business model to succeed. And talking about unique, i.e. different from others, brings us to innovativeness - the main topic of this research as the background of business excellence, including the PUC. The presented new model has been evolving over ten years and proved successful in practice.
EN
Companies use many managerial frameworks that ensure desired development. Some of these frameworks are quality-oriented, others are financially-oriented but only a few of them are environmentallyoriented. The aim of the paper is to delineate selected environmental excellence models on account of their comparison. The main motive for the selection of the paper's topic were researches conducted by various authors who have dealt with environmental excellence models, respectively with self-assessment based on existing environmental excellence models. To fulfil the aim of the paper, secondary research is to be conducted. Based on the methods of analysis, comparison and selection, the most frequently occurring criteria of analysed environmental excellence models are to be identified. As a main finding may be considered that three of four environmental excellence models consist of various criteria, while most of these criteria are similar. However, criteria based on another important principles are not included in more than one of mentioned environmental excellence models. This obliges to further research aimed at developing an integrated environmental excellence model consisting of the most important criteria.
XX
Przedsiębiorstwa wykorzystują wiele narzędzi zarządzania, aby zapewnić osiągnięcie pożądanego celu. Niektóre z tych narzędzi są nastawione na jakość, inne mają charakter finansowy, ale tylko nieliczne z nich mają na uwadze aspekt środowiskowy. Celem artykułu jest opisanie wybranych środowiskowych modeli doskonałości w celu ich porównania. Podstawowy motywem przyświecający wyborowi tematyki artykułu stanowiły badania przeprowadzone przez różnych autorów, którzy mieli do czynienia z owymi modelami, a także samodzielna ocena istniejących modeli. Aby zrealizować cel artykułu, przeprowadzono badania wtórne. W oparciu o metody analizy, porównanie i selekcję, zidentyfikowano najczęściej występujące kryteria opisywanych środowiskowych modeli doskonałości. Jako główny wynik badań można potraktować fakt, że trzy z czterech środowiskowych modeli doskonałości składają się wprawdzie z różnych kryteriów, które są jednak do siebie podobne. Jednakże kryteria bazujące na innych ważnych zasadach nie są ujęte w więcej niż jednym ze wspomnianych modeli. To obliguje do dalszych badań mających na celu rozwój i integrację środowiskowych modeli doskonałości składających się z najważniejszych kryteriów.
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