This research uses an inductive inference approach supported by a literature study and deductive reasoning supported by a case study method. This article is based on a comprehensive literature review which was a foundation for preparation a planned research in organizations implementing the EFQM 2020 Model in order to build a strategy for sustainable development and energy conservation. EFQM is an abbreviation for the name of the European Foundation for Quality Management, a member organization associating entities interested in building lasting value and respecting the ethical principles of running a business. EFQM is headquartered in Brussels, and the partners operate in dozens of countries around the world. The case study methodology is used to present a strategic approach to environmental protection and energy conservation in terms of the EFQM 2020 Model guidelines on the example of an international manufacturing company. The main area of activity is the automotive industry, which is positioned as an innovative leader. The assessment was performed in one of the departments specializing in safety elements—elements of the braking system in the car. This business unit has many plants with different locations around the world. The results of the research show that environmental protection and efficient energy consumption are an important element of the company’s strategy. These activities permeate all areas of activity and are reflected in the implementation of management systems and tools aimed at environmental protection. A detailed analysis of the criteria and guidelines of the EFQM 2020 Model showed that each criterion includes guidelines for environmental protection and energy saving measures. Based on the analysis of the researched organization, we can conclude that the conduct in accordance with the guidelines of the EFQM 2020 Model translates into the achievement of measurable, positive results, also in the environmental area, which was the axis of consideration.
Artykuł przedstawia problem zaangażowania kierownictwa w projekty doskonalące, co ma kluczowe znaczenie dla wdrożenia modelu doskonałości biznesowej w organizacji. Kierownictwo podejmuje działania w zakresie doskonalenia w sposób świadomy poprzez dostosowanie ich do poziomu dojrzałości systemu zarządzania organizacją. Takie podejście ma znaczenie zarówno w kontekście dużych firm o różnych poziomach dojrzałości w oddziałach, jak i mniejszych organizacji pragnących się doskonalić. Artykuł stanowi wstęp do badań, których celem jest ukazanie współzależności występujących pomiędzy modelem doskonałości, poziomem dojrzałości i jakością przywództwa w organizacji. Został opracowany na podstawie przeglądu dostępnych badań, a jego celem jest przedstawienie nowego spojrzenia na dotychczasowe koncepcje i zjawiska w praktyce zarządzania; w tym szczególnym przypadku dotyczy to koncepcji przywództwa, doskonałości i dojrzałości.Słowa kluczowe: modele dojrzałości, modele doskonałości, przywództwo. Summary:The article presents the problem of managerial involvement in improvement projects which is of key importance for the implementation of the business excellence model in the organization. The management takes actions in the field of improvement in a conscious manner by adjusting the improvement activities to the level of the organization's management system maturity. This approach is important both in the context of large companies with different levels of maturity in branches and smaller organizations that want to improve. The article is the introduction to research, the purpose of which is to show the interdependencies between the model of excellence, the level of maturity and the quality of leadership in the organization. It was developed on the basis of a review of available research, and its aim is to provide a new look at the existing concepts and phenomena in management practice; in this particular case, this applies to the concept of leadership, excellence and maturity.
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