EFQM MÜKEMMELLİK MODELİ LİDERLİK KRİTERLERİ BAĞLAMINDA TÜRK ÜNİVERSİTELERİNDE MÜKEMMELLİĞİN İNCELENMESİ

Yıl 2015, Cilt: 11 Sayı: 25, 17 - 34, 01.05.2015

Fatma Nur İplik Yunus Topsakal Esengül İplik

https://doi.org/10.17130/ijmeb.2015.11.25.763

Öz

İşletmeler rekabet avantajına sahip olmak ve sahip oldukları rekabet avantajını arttırmak için çeşitli uygulamalarda bulunmaktadır. Bu uygulamalardan biri günümüzde popülerliği artan mükemmellik uygulamalarıdır. Hizmet sunan kurumlar olan üniversitelerde daha iyi eğitim vermek ve öğrenci memnuniyeti sağlamak amacıyla mükemmellik uygulamalarına başlamıştır. Bu çalışmanın temel amacı Türkiye’deki iki devlet üniversitesinin EFQM Mükemmellik Modelinde gerekli olan liderlik rolleri bağlamında temel yeterliliklerini belirlemek, karşılaştırmak ve önerilerde bulunmaktır.

Anahtar Kelimeler

EFQM Mükemmellik Modeli, Liderlik Kriterleri, Üniversiteler

EXAMINING THE EXCELLENCE AT TURKISH UNIVERSITIES IN THE CONTEXT OF LEADERSHIPS CRITERIA IN EFQM EXCELLENCE MODEL

Öz

The organizations use several tools in order to gain competitive advantage and to increase their existing competitive advantage. Excellence applications are one of the popular tools within the organizations. The universities have started excellence application due to provide better education and to satisfy students. The primary aim of the study is to determine the required leadership roles of EFQM Excellence Model in two Turkish universities, and compare and give recommendations.

Anahtar Kelimeler

EFQM Excellence Model, Leadership Criteria, the Universities

Kaynakça

• Alfaro-Saiz, J.J., Carot-Sierra, J.M., Rodrıguez-Rodriguez, R., & Jabaloyes-Vivas, J.M. (2011). Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to areal case.Total Quality Management, (22)8, 853–868.
• Azadeh, F., Dizaji, E.H. & Neshat, N. (2013). Evidence of Excellence Based on the EFQM Model:A Case Study of the National Library and Archives of Iran. Libri, 63(3), 240−249.
• Bayo-Moriones, A.. Merino-Díaz-de-Cerio, J., Escamilla-de-León, A.S. & Mary Selvam, R. (2011). The impact of ISO 9000 and EFQM on the use of flexible work practices. International Journal of Production Economics, 130(1), 33–42.
• Baxter, L.F., & MacLeod, A. (1999). Measuring business excellence: The case of leadership. Management Services, 43(7), 14–17.
• Beatham, S., Anumba, C., Thorpe, T., & Hedges, I. (2004). KPIs: A critical appraisal of their use in construction. Benchmarking: An International Journal, 11(1), 93–117.
• Begley, P.T. & Johansson, O. (2003). The ethical dimensions of school leadership. Netherland: Kluwe Academic Publisher.
• Beikzard, J., Totakhaneh, J.M., & Maleki, S.G. (2012). An empirical study on empowering private bank workers using EFQM. Management Science Letters, 2, 321-328.
• Calvo-Mora, A., Leal, A., & Roldan, J.L. (2005).Relationships between the EFQM model criteria: a study in Spanish universities. Total Quality Management & Business Excellence, 16(6), 741–770.
• Calvo-Mora, A., Leal, A., & Roldan, J.L. (2006).Using enablers of the EFQM model to manage institutions of higher education. Quality Assurance in Education, 14(2), 90–122.
• Campatelli, G., Citti, P., & Meneghin., A. (2011). Development of a simplified approach based on the EFQM model and Six Sigma for the implementation of TQM principles in a university administration. Total Quality Management, 22(7), 691–704.
• Casadacus, M. (2012). An empirical study of the relationships within the categories of the EFQM model. Total Quality Management & Business Excellence, 23(5-6), 523-540.
• Dahlgaard-Park, S.M. (2008). Reviewing the European excellence model from a managementcontrol view. The TQM Journal, 20(2), 98–119.
• Davies, J., Hides, M.T., &Casey, S. (2001). Leadership in higher education. Total Quality Management, 12(7-8), 1025–1030.
• Detert, J.R. & Jenni, R. (2000). An instrument for measuring quality practice in education. Quality Management Journal, 7(3), 20–37.
• DeWaal, A.A. (2008). The secret of high performance organizations. Management Online Review. Retrieved April, 2008, Available from Internet: http://www.andredewaal.eu/ pdf2008/MORE2008.pdf
• Ehrlich, C. (2006). The EFQM Model and Work Motivation. Total Quality Management, 17(2), 131–140.
• El-Mashaleh, M., Minchin, Jr. R., & O’Brien, W. (2007). Management of construction firm performance using benchmarking. Journal of Management in Engineering, 23(1), 10– 18.
• Emad Al Hadidi, E. (2009). Degree of practicing Higher Educational Leadership at the Ministry of Education and Higher Education Palestinian its administrative role in the light of modern management thought. Unpublished Master Thesis, Islamic University, Gaza.
• European Foundation for Quality Management. (2003). EFQM Excellence Model, Brussels: EFQM Publishing.
• European Foundation for Quality Management. (2009). EFQM Excellence Model 2010 version, Brussels: EFQM Publishing.
• European Foundation for Quality Management. (2010). EFQM Annual Report, Brussels: EFQM Publishing.
• Gomez, J.G., Costa, M.M., & Lorente, A.R.M. (2011). A critical evaluation of the EFQM model. International Journal of Quality& Reliability Management, 28(5), 484–502.
• Farrar, M. (2000).Structuring success: A case study in the use of the EFQM Excellence Model in school improvement. Total Quality Management, 11(4/5/6), 676–691.
• Hair, J.F., Black, W.C., Babin, B.J.,& Anderson, R.E. (2009). Multivariate Data Analysis. Upper Saddle River, NJ: Pearson Prentice Hall.
• Hassanzadeh, E., Neshat,N., & Azadeh. F. (2013). A survey of level of excellence in National Library and Archives of I.R. of Iran Based on EFQM excellence model. Iranian Research Institute for Information Sciences and Technology,28 (2), 479– 496.
• Heras-Saizarbitoria, I., Frederic Marimon & Casadesus, M. (2012). An empirical study of the relationships within the categories of the EFQM model. Total Quality Management, 23(5), 523–540.
• Hides, M.T., Davies, J., & Jackson, S. (2004). Implementation of EFQM excellence model self assessment in the UK higher education sector – lesson learned from other sectors. The TQM Magazine, 16(3), 194–201.
• Koubâa, S., Kammoun, R.,& Ben-Ayed, O. (2010).Leadership in Tunisian Higher Education from the Perspective of the EFQM Excellence Model, Academic Leadership Journal, 8(3), 6.
• Kömürcü, G. (2008). Effects of Business Excellence Drivers on Firm Performance in Manufacturing Industry. Unpublished Master Thesis, Sabancı University.
• Lee, P. & Quazi, H.A. (2001). A methodology for developing a self-assessment tool to measure quality performance in organizations. International Journal of Quality and Reliability Management, 18(2), 118–141.
• McAdam, R., & Welsh, W. (2000). A critical review of the business excellence model applied to further education colleges. Quality Assurance in Education, 8(3), 120–130.
• Osseo-Asare, A.E., Long, B.D., & Murphy, W.D. (2005).Leadership Best Practices for Sustaining Quality in UK Higher Education from the Perspective of the EFQM Excellence Model. Quality Assurance in Education: An International Perspective, 13(2),148-170.
• Radujkovic, M., Vukomanovic, M., & Dunovic, I.B. (2010).Application of key performance indicators in South Eastern European construction. Journal of Civil Engineering and Management, 16(4), 521–530.
• Rusjan, B. (2005). Usefulness of the EFQM excellence model: Theoretical explanation of some conceptual and methodological issues. Total Quality Management & Business Excellence,16(3), 363–380.
• Rowland-Jones, R. (2012). The EFQM concepts of excellence approach to management development within the UAE healthcare industry utilizing action modalities. Human Resource Development International, 15(4), 501–514.
• Safari, H., Abdollahi, B. & Ghasemi. R. (2012). Canonical correlation analysis between people criterion and people results criterion in EFQM Model. Total Quality Management and Business Excellence, 23(5/6), 541–555.
• Savic, M., Djordjevic, P., Nikolic, D., Mihajlovic, I., & Zivkovic, Z. (2014). Modeling The Influence of EFQM Criteria on Employees Satisfaction and Loyalty in Transition Economy: The Study of Banking Sector in Serbia. Serbian Journal of Management, 9(1), 15-30.
• Shatali, D. (2011). Effect of emotional intelligence on leadership behavior: a case study on UNRWA-Gaza health centers. Unpublished Master Research, Islamic University, Gaza.
• Sheffield Hallam University. (2003). EFQM Excellence Model: Higher Education Version 2003, Sheffield: England.
• Steed, C. (2003), EFQM Excellence Model Higher Education Version, Sheffield Hallam University, with endorsement from the European Foundation for Quality Management.
• Tarı, J.J., Molina, J.F., & Castejon, J.L. (2007). The relationship between quality management practices and their effects on quality outcomes. European Journal of Operational Research, 183(2), 483–501.
• Van der Wiele, A., Williams, A., & Dale, B. (2000). ISO 9000 series registration to business excellence: the migratory path. Business Process Management Journal, 6(5), 417–427.
• Vukomanovic, M., Radujkovic, M., & Nahod, M.M. (2014). EFQM excellence model as the TQM model of the construction industry of southeastern Europe. Journal of Civil Engineering and Management, 20(1), 70–81.
• Wady, R. & Saqer, H.O. (2009). The Effect of the Perceived Leadership Style on Organizational Commitment of UNRWA Staff. Unpublished Master Thesis, Al-Azhar University, Gaza.
• Wongrassamee, S., Gardiner, P.D., & Simmons, J.E.L. (2003). Performance measurements tools: The balanced scorecard and the EFQM Excellence Model. Measuring Business Excellence, 7(1), 14–29.