institutional performance

Excellence of institutional performance

The excellence of institutional performance

Introduction:

Distinguished organizations add a service to their customers by identifying all customers and their expectations and translating their needs into attractive and sustainable offers, developing and building an ongoing dialogue with them characterized by openness and transparency,  involving them in the innovation and development of products or services, in addition to following up their experiences with the product or service and comparing their performance with measured standards and relevant performance levels.

Distinguished institutions seek to add a positive impact on those around them by publishing and achieving the basic goal of the organization, sustainability in the main content of the organization’s strategy, formulating values to serve the entire community, and developing the appropriate practical and scientific reference with the aim of creating a relationship that balances profit and human requirements and environmental conservation, encouraging all employees of the organization, meeting the needs of all customers, publishing and actively promoting social, economic and environmental standards in various sectors.

 

Items:
  • The concept of excellence.
  • Institutional work.
  • Institutional Excellence.
  • Developing and distinguishing institutional performance.
  • Create a performance assessment and excellence system.
  • Steps to assess and distinguish institutional performance.
  • The importance of evaluating institutional performance in the process of excellence.
  • Criteria for assessing the excellence of institutional performance.
  • Developing and distinguishing institutional performance.
  • Stages of development and institutional excellence.
  • Dubai Outstanding Performance Program.
  • The concept of government knowledge management.
  • Components of the Government Knowledge Management Program.
  • Success factors in knowledge management.
  • Misconceptions and obstacles in knowledge management.
  • References.

 

The concept of excellence:

 is the uniqueness of other individuals whether in producing a product or providing a service. 

Institutional work: 

Institutions and organizations are the basis for working in all fields of life and are the most important sources of the economy in developed as well as developing countries. In light of major business developments in all areas, which has led to a huge expansion in the size of domestic as well as global markets, competition levels have increased, leading to the emergence of “red markets” or “bloody markets” in which organizations seek competitive advantage in any way possible regardless of the ethical means used, resulting in standards that guarantee Excellence in performance, ensuring the resilience of organizations and institutions in a time of different challenges and crises, knowing that there are many criteria that classify and evaluate institutions in terms of work and performance. We mean evaluating performance comparing the current position of the organization or organization with the objectives in the strategic plan, assessing the extent of commitment and application of what is stated in this plan in terms of competition strength, customer satisfaction, and providing high quality requirements or services, according to the specifications required on time and the cost allocated to it.

Institutional excellence:

Is the total effort sought by organizations with the aim of reaching a privileged position among the rest of the organizations who participate in the production of the same product or provide the same service, whether locally, regionally or internationally.

 

Development and excellence of institutional performance:

Outstanding organizations and companies develop and build their capabilities by developing the enterprise culture to promote joint cooperation and team spirit development, provide all financial and technical resources, and work together with partners with the aim of achieving mutual benefits and development through:

1)  Encourage innovation and creativity:  

Premium institutions promote value added and achieve high levels of performance by formulating methodologies to engage stakeholders and achieve outstanding use of accumulated knowledge, build and manage the process of cooperation to identify opportunities for improvement, innovation and creativity, set clear goals and objectives for innovation, use structured methodologies to arrange and produce new creative ideas according to priorities, as well as assess and select new ideas and then provide the resources to implement them within the appropriate time frame, and transform distinct ideas into   a reality from which to make the most of them.

2)  Leadership:

Effective institutions are characterized by the presence of distinguished leaders who are able to translate the future into reality by seeking tenure, involvement and empowerment, achieving institutional values, giving community responsibility to good examples, identifying and disseminating the strategic foundations of the institution, and having the ability and flexibility to make the right decisions, support and encourage ideas.

3)  Flexibility and adaptation to changes:

Highly efficient and effective outstanding institutions take advantage of the opportunities available and adapt to challenges by using appropriate mechanisms to identify challenges and variables within and outside the environment, turn them into compatible future scenarios, develop performance indicators for relevant processes and results, as well as the ability to manage change efficiently and effectively, adapt quickly to challenges and adapt to organizational structure, and develop and evaluate the technical package.

4) The skills and talents of employees:

Distinguished institutions appreciate their employees by identifying the competencies, skills and performance levels necessary to achieve the objectives of the organization, good planning to develop and attract effective talent and abilities, aligning the team’s goals with personal goals, enabling employees to develop and demonstrate their potential, in addition to providing a balanced and healthy working environment with living life, developing the abilities and skills of employees, and appreciating and encouraging their   achievements and efforts. 

5)  Sustainability in impressive results:

Effective institutions achieve sustainable and impressive results by identifying the basic results required to reach the organization’s objectives and making assessments of the level of progresstowards achieving  strategic objectives, constantly reviewing levels of progress, continuously implementing the strategy, building objectives according to the results of standard comparisons between the skills and potential of the organization, between the organization’s performance with other institutions, as well as achieving the highest level of customer confidence, ensuring transparency in reporting and processing, and giving leaders sufficient and accurate information. 

 

Create performance evaluation and excellence system:

1. Development of the evaluation model:

You must make assessments objectively and fairly to protect your employees and organization, by using standard evaluation models for each evaluation, and the areas of job performance in the form include functional skills, knowledge, workload, work quality, mentoring and motivation, ability to address and solve problems, comprehensive communication skills.

2. Select performance metrics:

 performance metrics can reduce the pressure and time associated with filling outevaluation forms, performance metrics take a lot of time to create, but they are one of thestrongest performance evaluation models, and to do them you must have a job description for each job in your anization, it is possible that the job description is a tool of measurement during evaluation

3. Feedback:

Before developing feedback guidelines, make sure that everyone who evaluates knows what kind of evaluation is done, how to get it from the employees they evaluate, and that determines the expectations needed to develop performance, and then encourages employees to provide feedback to you, leading to an open exchange of information between you and the staff, allowing each other to understand each other’s ideas.

4. Disciplinary action:

Although you have established comprehensive assessments and improvement and development procedures, the worker will continue to perform poorly, if so, you must take the necessary disciplinary action, the proceedings may be an oral warning, or written if his poor performance continues, or termination of service if the employee does not resolve the situation

5. Assessmentschedule:

After collecting evaluations for employee performance, you should schedule these assessments as soon as possible and not delay them, as this leads to employees feeling undervalued, to the detriment of their performance and morale, and when implementing the evaluation effectively, this will ensure equality, justice, development, and growth in your organization, and help encourage the pride of your employees in their contribution to the organization.

 

Steps to assess and distinguish institutional performance:

The process of evaluating institutional performance is to evaluate different organizations and institutions according to certain criteria to ensure the quality and pride of the institutional system, and the main objective of the investigation process is to monitor and verify the institution system and its performance of tasks, with the aim of identifying weaknesses and strengths and working to improve them and promote the institution

1)  Statement and clarity of  objectives:

The process of demonstrating and clarifying the objectives represent one of the most important criteria for the development and improvement of institutional performance because it determines the reason for the establishment and establishment of the institution, and the statement of the objectives that the institution seeks to achieve, and determine the reason for the existence and purpose of the institution in the long term, and through this standard the principles and guidelines to which the institution must adhere are given

2)  Planning and evaluation:

The planning and evaluation process shows the clear task of the organization, when setting goals and starting planning, a plan must be developed from the administration to achieve these goals and objectives to the fullest, so all members of the organization must contribute to the implementation of the action plan to achieve the goals and the organization can address any problems it faces

3)  Regulation and arbitration:

This standard contains the localization of management and employment, the appointment of tasks and leadership,the process of organization means ensuring that all employees carry out their tasks to the fullest, and the importance of organization is to determine the operational effectiveness of the region effectively and clearly

4)Integrity:

This criterion leads to knowledge of the quality of the implementation of ethical values in the institution, which are: justice, goodness, lack of excellence, equality, nature of the organization’s conduct and way of dealing with employees, how to provide them with the necessary resources, to pay attention to their complaints, to achieve justice among them, to respect them, to consider grievances, fairness, and to exercise justice in various areas in terms of respect for employees and their intellectual rights, all of which indicate the integrity of the institution.

5)  Inclusiveness:

This criterion considers that the employee is an integral part of the organization, as well as achieves the ability of the institution to care, maintain and develop its employees

6)  Programs and curricula:

This standard determines the specific policies of the organization, the development of programs that correspond to its objectives and mission, and the extent to which these programs can promote future research, application and development.

7)  Quality Assurance:

This standard emphasizes the importance of following quality standards, the means and methods adopted by the foundation to improve and measure them regularly over different periods.

 

The importance of evaluating institutional performance in the process of excellence:  

  • Maintain the performance and productivity of employees  and constantly motivate them to perform their best,  and this is done by continuously evaluating them
  • The institutional evaluation provides an opportunity for the owners of the organization to evaluate the contributions of employees to the organization, and their ability to innovate, work and provide services as required
  • Institutional evaluation is essential for improving and developing employees within the organization
  • Performance assessments show acceptable performance limits, and also impose these limits on all employees of the organization
  • Performance evaluation assesses and enhances employees and communicates effectively with them, and motivates employees to carry out their tasks to the fullest in order to promote them and their organizations.
  • Performance evaluation provides an honest and fair measure of the contribution of staff to the organization in which they work
  • Institutional performance provides accurate documentation to protect both employees and employer
  • Performance evaluation helps you get a high quality level of production
  • The evaluation system includes standardized evaluation models, feedback guidelines, performance measures and disciplinary procedures
  • Institutional evaluation is a way to conduct evaluations equally and fairly to protect your employees and organization.

 

Criteria for assessing the excellence of institutional performance: 

  1. The strength of human resources, and the extent to which the institution invests in the human element, as it is the most important force in the work, because it employs otherelements, because of theassociation, efficiency and quality of outputs in the institution with a team characterized by high qualifications, experience and strong skills
  2. The ability of organizations to compete with other organizations and companies, and work to win customers by lowering prices, making discounts,  giving gifts, etc.
  3. Having a unique service center in terms of handling and quality, able to respond to various questions and inquiries,  and work to address and resolve customer complaints
  4. Having a unique marketing team, able to convince  customers, with the necessary skills to attract new customers, ensures that the organization’s profits rise regularly and continuously, and the sales rate rises monthly
  5. There must be an effective and strong financial team, capable of dealing with various calculations in terms of regulating the prices of raw materials and products and regulating purchase and sale, employee and employee wages and other costs
  6. There must be a strong and effective governance system, which provides good governance to the organization or institution, in terms of controlling its production and ensuring that it proceeds in accordance with the standards of excellence in performance.
Also..

        7. Familiarity with the various administrative processes and functions, and the planning , organization, guidance and control it                          contains, which achieve the objectives  required for the organization.

      8. The ability to face different problems and challenges.

      9. The extent to which an organization or institution can promote transparency and integrity, and fight corruption, which is in the                     interests of the institution and its work.

     10. Compliance with tax laws, accuracy in the provision of financial statements, especially to stakeholders, whether shareholders,                       financiers and others, is done by activating the role of the audit committee, thereby achieving accuracy in accounting information                 and ensuring the quality of the accounting.

 

Development and excellence of institutional performance:

  • Long-term plans:

Expecting to achieve development or change in the organization’s plans and objectives overnight is an unreasonable ambition, because the events of change depend on the patience of the administrators, because the plan of development and institutional improvement may take at least a year and sometimes extend to three or five years, and you do not think  that improving and developing the organization or converting losses to profits  or developing  the career behavior of employees will take a lot of time

  • Identifying practices and solving problems:

Institutional development seeks to guide and guide institutional efforts towards solving their problems, by improving their problem-solving methods and strategies, and adapting to the changes and challenges surrounding them.

  • Cooperation of administrators:

It is necessary to cooperate with the administrators at all stages of development, because it is important to strengthen coordination and communication between them, and administrators should know that any problem represents the institution as a whole and not a problem limited to a particular department or department, there must be cooperation between all to face any problem and address it through open communication methods, including committees, meetings,  training  between administrators and specialists

  • Institutional environment:

The organization must absorb all elements of the institutional environment when developing improvement and development practices or solving problems, as well as absorbing the consequences of the institutional environment

  • The institutional environment means:

suppliers, competitors, shareholders, consumers, job structure, finance, business style,  enterprise objectives, nature of technology methods, employees’ job values and standards, employee skills and psychological trends, etc.

  • Elements of external intervention:

Each organization or individual has a single perspective on things and attitudes, it is possible that that perspective differs from the real reality, so there must be external parties such as advisory administrative offices, to intervene as a driver of change and an engine element, and external parties may work effectively such as training staff, diagnosing and solving problems, developing and developing staff skills,  or  proposing some development strategies, and the extent to which external parties intervene depends on many factors such as: the efficiency of administrators, the nature of problems, the institutional culture

  • Scientific application:

Is based on institutions in their improvement efforts and development on collecting information on problems, collecting information about development and modern methods and applying them and evaluating them, relying on the participation of administrators and the experience of consultants in addressing problems, and also the scientific application of improvement and institutional development depends on the use of the principles of behavioral sciences, especially the development of technical trends for workers, the development of their skills and their willingness to learn and adapt to change, as the scientific application works to increase confidence in the same employees, and high levels of innovation and other behavioral sciences

 

Stages of development and institutional excellence:

  1. Diagnostic study: The process of institutional development consists of of3 elements: (work systems – human – facilities and work equipment) so the diagnostic study seeking institutional development   should contain these axes to 
  2. discover the opportunity for development and development and meet the challenges and bring about the required changes.

The first of these axes is “human”, and it has been discovered that the development and development of this axis is highly related to other axes, and this does not prevent the diagnosis of all axes separately 

The process of diagnosing a person begins by asking questions such as: 
  • What are the responsibilities and roles of each employee?
  • How closely do these responsibilities and roles relate to each other?
  • What are the objectives of each administrative unit in accordance with the general organization of the organization?
  • What procedures, equipment and facilities need to meet those responsibilities and roles?
  • What are the barriers and problems facing work?
  1. Development plan:

The development plans process goes through two phases: discovering opportunities for improvement and development, and then developing development plans that include possibilities and objectives, including: 

  • What are the organization’s objectives?
  • What are the current and future development opportunities?
  • How much is the financial cost? And the time and places available?
The plan must adhere to a set of principles, including:
  • The plan should be written, defined and announced.
  • The plan should be achievable in the occurrence of available possibilities and costs.
  • The plan should be coherent, coherent and homogeneous.
  • To be measurable.
  • To be within a specified time frame.
      2. Preparing to accept development processes:

To accept development processes, you must adhere to a set of rules when implementing the development plan:

  • Participation: The process of participation of all members of the organization in the process of developing the development plan is the greatest guarantee to prepare all employees towards implementation and participation, which means the keenness of all individuals to participate in the discovery of development teams, the development of the implementation plan and the setting of priorities
  • Effective communication: The concept of communication has different and complex dimensions, and needs to be nurtured and developed by the improvement and development plan and to ensure that all the required information is provided and disseminated in a positive, specific, and clear way
  • Training: Training focuses on the procedures of changing attitudes, information or human resources behavior, which contributes to the acceptance and implementation of development  better
        3. Corrective follow-up:

         For successful development plans, follow-up methodologies such as:

  • Follow-up of employee performance: through indicators and evaluation of personal performance, follow-up rates of other criteria such as job leakage, complaints, absence
  • Production follow-up: Production is followed up by measuring the amount of production and the changes it has undergone, such as the cost of the unit.
  • Systems performance: through effective and efficient communication, problem management, information flow, and data-based decision-making

Dubai Outstanding Performance Program:

Dubai is the world’s first outstanding performance program

Vision:

Achieving the highest level of outstanding performance in Dubai

Goals:
  • Developing and improving the government sector
  • Encourage cooperation and competition
  • Spreading concepts of excellence, creativity and quality
  • Providing a reference for the ability to measure growth and development
  • Motivating employees
The concept of managing government knowledge:

Integrated activities that ensure the transfer, construction and exchange of knowledge, with the aim of using them in development projects, which improves and characterizes performance and strengthens the Government of Dubai as a global hub for the transfer and exchange of knowledge in areas of performance excellence 

Components of the Government Knowledge Management Program: 

  • Evaluation methodology and model of excellence. 
  • I have a knowledge of the distinguished government authority.
  • Partners’ development initiative.
  • Dubai  Best Performance Forum.
  • Knowledge seminars. 
  • Dubai Distinguished Achievements   Exhibition.
  • Self-assessment system.

 

Success factors in knowledge management:

  1. Establishing and building an institutional culture of knowledge.
  2. Choose the right techniques and mechanisms and provide all the necessary resources to implement knowledge management.
  3. The commitment of the surrounding parties:
  • Ceo
  • Leadership team
  • Knowledge Manager
  • Employees and workers
  • Knowledge Communities

 

Concepts and obstacles  in  knowledge management: 
  • View knowledge management as IT-related.
  • Do not maintain or update available content.
  • Lack or weakness of knowledge management skills.
  • Desire to share and build knowledge,  but time constraints.
  • Not understanding the benefits of knowledge management.
  • Lack of appropriate technology.
  • Ignoring institutional culture and not allowing knowledge management.
  • Lack of rewards and incentives for knowledge management.
  • Knowledge management is connected to and isolated by other institutional systems.
  • Focus in limited ranges.
  • Impatience.
  • Drowning in details.
  • Resisting and not adapting to change.

 

References:
  1. https://hyatok.com/%D8%AA%D9%82%D9%8A%D9%8A%D9%85_%D8%A7%D9%84%D8%A3%D8%AF%D8%A7%D8%A1_%D8%A7%D9%84%D9%85%D8%A4%D8%B3%D8%B3%D9%8A:_%D9%85%D8%B9%D8%A7%D9%8A%D9%8A%D8%B1%D9%87_%D9%88%D8%A3%D9%87%D9%85%D9%8A%D8%AA%D9%87
  2. https://www.ar.meirc.com/articles/Institutional-development-various-stages
  3. https://hyatok.com/%D8%AA%D9%82%D9%8A%D9%8A%D9%85_%D8%A7%D9%84%D8%A3%D8%AF%D8%A7%D8%A1_%D8%A7%D9%84%D9%85%D8%A4%D8%B3%D8%B3%D9%8A:_%D9%85%D8%B9%D8%A7%D9%8A%D9%8A%D8%B1%D9%87_%D9%88%D8%A3%D9%87%D9%85%D9%8A%D8%AA%D9%87
  4. https://hyatok.com/%D8%AA%D9%82%D9%8A%D9%8A%D9%85_%D8%A7%D9%84%D8%A3%D8%AF%D8%A7%D8%A1_%D8%A7%D9%84%D9%85%D8%A4%D8%B3%D8%B3%D9%8A:_%D9%85%D8%B9%D8%A7%D9%8A%D9%8A%D8%B1%D9%87_%D9%88%D8%A3%D9%87%D9%85%D9%8A%D8%AA%D9%87
  5. https://mawdoo3.com/%D9%85%D8%B9%D8%A7%D9%8A%D9%8A%D8%B1_%D8%A7%D8%AE%D8%AA%D9%8A%D8%A7%D8%B1_%D8%A7%D9%84%D9%85%D9%88%D8%B8%D9%81_%D8%A7%D9%84%D9%85%D8%AB%D8%A7%D9%84%D9%8A

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