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1.
CSR EMAT is an opportunity for responsible decision-making
Nora Berkes Rodek, 2017, original scientific article

Abstract: Corporate social responsibility is an expected behaviour in Western countries, but the approach still does not have a clear interpretation in Hungary. As a result of the increasing prestige of the CSR approach, socially responsible thinking and action also are expected from the companies operating in Hungary. Company executives carry out CSR activities in many cases – but not consciously. The objective of this research therefore was the development of a guidance and evaluation criteria that can support managers in responsible decision-making and applying the CSR approach to a strategic level. On the other hand, this management tool allows the measurement of CSR excellence in companies; therefore, they become comparable in their CSR performance, which offers opportunities for further research. The study presents the development of CSR EMAT and the results achieved through the measurements.
Keywords: corporate social responsibility, EFQM excellence model, CSR EMAT, CSR excellence management, assessment tool
Published: 03.05.2018; Views: 409; Downloads: 108
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2.
Upgrading of the management review on the basis of the EFQM excellence model
Anton Petrič, Boštjan Gomišček, 2011, original scientific article

Abstract: Suppliers in the automotive industry can use for strategical planning a number of different approaches and tools, which can upgrade the quality management systems (ISO 9001, ISO/TS 14696) to achieve the breakthrough power to meet needs in order to achieve a significant role in the automotive supplying chain. One of the very popular and positively accepted tools to achieve continually improving is implementing of the principles of excellence, according to the EFQM model. On the basis of case studies is in the article analysed and represented a useful value of the implementation of the quality management system audits and management review according to ISO/TS and their positive impact on the development of key indicators of the company TPV d.d. from Novo mesto, which is mounted as a development supplier in the automotive industry. With the implementation of self assessment according to the model of excellence EFQM we demonstrate the added value of the take up of the principles of excellence, according to the present system auditing according to ISO standards and the implementation of management review according to ISO/TS requirements. We upgraded in the existing management system performing of management review as manager's tool, which came directly from the requirements of standard ISO/TS, on to the level of the fundamental principles of excellence by EFQM model and mark it as one of the more effective managers tools with which you can still effectively introduces the leadership of the continuous improvements and strategically manages the company.
Keywords: quality management standard, EFQM excellence model, auditing, self-assessment, management review
Published: 10.07.2015; Views: 1038; Downloads: 290
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3.
The steps of Slovenian organisations on the way to business excellence
Boštjan Gomišček, Anja Pibernik, 2011, original scientific article

Abstract: 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).
Keywords: business excellence, EFQM excellence model, Slovenian business excellence prize, quality management approaches
Published: 10.07.2015; Views: 850; Downloads: 276
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