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Background
ADCB is 65 % held by the state-controlled Abu Dhabi Investment Council, and is the UAE 3rd-biggest deposit taking institution by assets. In mid 1985 the Khalij commercial bank was changed to form ADCB. This happened after Khalij merged with the Emirates Commercial bank and the Federal Commercial Bank. The bank operates as a limited liability company listed in the stock exchange. It was listed in the Abu Dhabi Stock Markets in 1975.
The banks memorandum lists its activities as business and personal banking as well as investment banking. The bank at the time of registration had 33 operational offices distributed across the Kingdom. It also had an office in India and the Cayman Islands. The bank offers a variety of banking and economic services primarily in the United Arab Emirates and also in India. ADCB routes its retail, business, investment, and merchant banking services along with, brokerage and asset management activities through its interconnected units of currently 42 operational offices in the United Arab Emirates. It operates interconnected units of 137 ATMs. The Bank along with the traditional banking value offerings and services offers Shariah-compliant value offerings and services. In May 2008, ADCB officially introduced the ADCB MSCI Arabian Index Fund, a 1st-of-its-kind designed to track the activity level of a diversified basket of Arabian business arena investment holdings.
In June 2008, ADCB was awarded the Outstanding Deposit taking institution and Outstanding Advertising & Marketing in the Middle East at the highly rated Banker Middle East Business sector Awards 2008. In May 2008, ADCB won the Outstanding Retail Deposit taking institution United Arab Emirates and the Outstanding Customer Loyalty Programme at the Asian Banker Excellence in Retail Financial or economic Services Awards for 2008.
During September 2008, the bank substantially altered the composition of the board of directors. In the same month, ADCB officially introduced its Islamic banking division ADCB Meethaq to offer Shariah-compliant economic solutions.
Business Model
ADCB primarily offers traditional banking along with Shariah-compliant value offerings and services. The bank is focusing on catering for simple retail and small and medium-sized companies. The ADCB is focused on providing its clients with innovative and conveniently delivered services, improving its operational procedures and raising productivity through improved systems and widening its scope.
In the end of the year 2009 ADCB came forward in its innovativeness by introducing a new product by the name Pro Trade. The product is a web based infrastructural offering that is meant to make the clients able to access their accounts and perform all the operations they would need form virtually any place that is connected to the internet. This is seen as one of the attempts to adopt the emerging trends in which people prefer mobility and convenience in the services. The platform has been very beneficial to those working in international trade. The product has brought in many benefits and improved the quality of services. First the platform allows the bank to handle customers concerns throughout the day and improves on productivity as business goes on unrestricted. Secondly, and this one is on quality service, the customers are able to follow their account operations in real time.
Commenting on the official introduction of ProTrade, Colin Fraser, the leader of Wholesale Banking at ADCB, is quoted as having stated Today ADCB made permanent its position as a leading trade finance bank with the capacity to offer users of international trade value offerings on a leading internet based system to handle their transactions. With ProTrade customers access a dedicated channel which allows them to manage their trade business over the internet and execute their transactions in a very short time. The effective allocation of time is at the heart of any business, big or small.
The Abu Dhabi Kingdom has a very ambitious program encapsulated in the vision 2030 that is meant to transform the Kingdom into a regional business hub. The ADCB has positioned itself as one of the most ardent supporters of the vision and in line with it has committed to make the landmark construction one of the most noticeable pieces of real estate in the region. The building is likely to change the whole skyline and street outline of the district. One part of the construction which will cover residential facilities is expected to be ready for occupation by the end of the year 2012. The location of the residential facility is a highly rated plot in a very strategic area of the district. One of the senior managers of ADCB has stated that the work is going to be an exceedingly beautiful piece of work that is expected to be in line with the high quality standards of the kingdom and the other real estate investments of the bank. The district is already the home to the most recognizable real estate projects and has been a magnet for business from all over the Middle East and North Africa region.
ADNEC has a very prominent building in the area and there are even more similar works coming up within the district. The ADCB project is situated in an area well connected to the transportation lines and is going to provide eminent accessibility to all its users. In the provision of services like banking and investment services, convenience usually ranks very high as a mark of quality. Clients prefer organizations that can offer those services in easily accessible and appealing places. The ADCB is achieving just that. The start of construction work on the AD-1 building clearly shows ADCBs dedication to the wider society and the successful future development of Abu Dhabi. We are looking forward to witnessing the development over the next year, and see the emergence of a new modern business society in Abu Dhabi, Head of Government Relations in ADCB is quoted as having stated.
Things have continued to show positive trends for ADCB in many areas. In the same period its construction projects and the new ProTrade initiatives were being rolled out the credit rating agency Capital Intelligence, announced that it has adjusted upwards the ratings for the banks foreign currency accounts. The bank was given some of the highest ratings in the banking sector. This was in recognition of the banks improving performance with the support of the government. The government has supported the bank in many aspects making most of the previously risky foreign accounts become very strong looking into the future for the bank. The bank holds a sizeable market share in the local market and the government appreciates its role in promoting business growth in the Emirate. The government also has a substantial ownership stake in the bank, making it one of the most strategic companies for the governments agenda of business promotion.
However the economic outlook for the Emirate has not been very favorable and the bank has experienced some difficult times in the recent past. This led the company to make a loss in the year 2009 and its asset quality to be downgrade slightly. The banks market segment has however stabilized and the previous disturbances have eased. The is expected to continue in the next several years as the world economy emerges from the economic crises of 2008-2009.The bank decided to take a deep bath in the beginning of the year 2010 leading to some negative performances. This is expected to put the second quarter earnings on the positive side as the allowances leave the books. The improving outlook of the Emirate financial sector is expected to take the ADCB with it, however the risk of default still remains as most of the borrowers experienced a shrink in their earnings occasioned by the world economic crises.
The ADCB is one of the biggest deposit taking institutions in the nation and is a substantial participant in the commercial, large scale and investment services business arenas in the country and the Middle East region. The negative performance of ADCB is attributable to some huge provisions that were made in that year in line with the banks prudence and conservative accounting model. The banks main operations however registered positive performances. The global economic recession that started in the USA affected the whole of the financial sector in the Emirate. For the ADCB, this led to an increase in bad loans held in the books. This was also observable in many other major banks in the region. This is what led to the deteriorating quality of assets held by the bank. There were also some foreign exposures that have a very high risk of default that were taken into account when grading the assets. This obviously increased the dip in the quality of assets. The fall in quality is seen as the maximum effect of the crises and the bank is therefore very optimistic that in future the trend can only be upwards. The Non Performing Loans allowance coverage ratio fell substantially last year but improved in the 1st six months of 2010. On the up side, new Non Performing Loans classifications appear to have fallen in speed this year and the Banks big capital base offers additional security.
Capital rose substantially last year as a result of some adjustments in loan holdings and government activity. ADCBs liquidity levels took a positive direction at end 2009 but remained conservative. The ADCBs management has intensified their work on expanding the customer holdings in the last few years. The bank has also gone back into the debt investments. In the year 2010 the bank took on some significant amounts of a Malaysian debt issue which was very popular and is expected to give the bank some good returns and improve its stability. The ADCB offers a very wide variety of products and services in its well distributed office network. The value offerings range from small retail products to large scale business products. The bank also has some foreign operations in Malaysia through an ownership stake in one of the operators and in India through fully functioning offices. The bank expects to expand even further abroad and increase its coverage of the domestic market (TAIB Research, 2009).
Total Quality Management Implementation in ADCB
TQM methods were first developed for the manufacturing Businesses. There are several important characteristics that differentiate service businesses like ADCB from industrial production businesses and these would affect TQM principles, tools and methods transfer to service environments and the discussion of their implementation in ADCB. The most significant and notable characteristic is the intangibility of a service as compared to a tangible or sensible product in industrial production environments. Tangible value offerings are more measurable and standardized in their specifications. In contrast, intangible value offerings are less homogenous and difficult to measure. For example the idea of SERVQUAL, developed by Zeithaml in 1990 to measure quality of services, was dominated by non-physical elements such as responsiveness, courtesy and accessibility. Another significant difference is that the operation systems in service businesses are different whereby the consumption and delivery of a product takes place simultaneously. As such, it is difficult for checking mechanism to work in ensuring the quality of the product before delivery to a customer. On the other hand, the quality of manufactured value offerings can be tested and checked for quality before delivery. This is also supported by the fact that a defective product can be replaced but a defective service may create a permanent damage (Choppin, 1994).
Service Quality Systems
Following the success of TQM in industrial production, academics have begun to study the potential to transfer and apply TQM principles to service firms. ADCB has on the front line in this trend in the United Arab Emirates. Taking such a wind can be challenging since TQM was born and developed in the industrial production areas. TQM proponents or gurus developed TQM based on their experiences with industrial production businesses. Albeit the fact that those individuals have suggested that TQM can be applicable in services business sector, obstacles can arise if the TQM philosophy is not adjusted enough to suit the nature of service business sector this has happened in ADCB. Banking service system is an integration of all the components involving a big number of individual workers working with the essence to satisfy the varying requirements of clients. Banking service systems involve a wide variety of procedures like deposits withdrawals both at the counter and through ATMS, online cash transfers, being an agent of the client in collection or payment of debts etc.
Such systems involve a very big variety of business procedures and a big scale interaction with a variety of clients. To meet the multiple requirements and conflicting priorities of such a wide base of clients can be a challenge in service business sector. Demand on service quality increases as the society becomes more advanced economically, matured culturally and knowledgeable educationally in the Emirates. Service provision procedures can be differentiated in many ways and there are several attributes that define them. 1st, service systems normally produce services which maybe tangible or intangible and sells directly to users. Service systems establish multiple contacts with its users who provide a chance for either good or bad quality of service. Service systems need to be available to provide its service when the customer requires it. Clients consider that timely availability of service and responsiveness in providing service are the basic essences of the system although with an optimum price. The service system has also to meet the customer expectations in regard to time of completion (Lakhe, 1995).
Application of TQM in ADCB
ADCB has been facing an unprecedented competition in the industry creating a survival of the fittest environment. The ADCB is now interested more than ever before in adopting TQM methods and tools to survive and excel in such a fierce rivalry environment. In banking service business sector the word quality means clients expressed and implied expected standards are met fully. Clients are more sensitive to service quality and service delivery than in industrial production because they are always in contact with front-line service personnel as opposed to the case of factory workers. ADCM benefits tremendously from TQM rolling out for the mere fact that their success and thrive depends on customer satisfaction and loyalty.
High quality service in ADCB starts with understanding clients requirements and using these requirements to drive the good service or new product development procedure. Instead of solely depending on marketing research firms to define these requirements, members of the bank including management and personnel meet clients and gain a 1st-hand understanding of their requirements; this is done by looking upon their customers as the sales people because they are users of the value offerings and their recommendation to family and friends is usually received in utmost good faith. Clients play a significant role in the marketing of services and value offerings of ADCB whereby they have more creditability to attract new clients than salesmen who are normally perceived with less creditability as their main motivation is to meet certain quotas and earn commissions.
To create such a customer appeal and endorsement of product and services, ADCB has created a life-long official overall objective to continuously delight and surprise their clients ahead of competitors. ADCB has ensured that their clients not only buy their value offerings but also recommend it to others because if they are only buying it they could shift at any moment to try competitors value offerings and services. A 1st approach to TQM rolling out in ADCB was a skillfully designed training program to continuously improve professional skills of the workers. Several training methods have been employed to ensure the effectiveness of the program which include on the job training, business sector level seminars and workshops. Another substantial element in implementing TQM is looking out for new technology to modify the procedure or what is known as Business Model Reengineering. Management has dedicated to employ innovation continuously to evaluate how things are being done and the need to alter them (Prajogo, 2005). Through procedure innovation, lower layers of the firms chart can pass the intended information to top level management on how things really should be done to reflect on better satisfaction of clients. Generally, the important banking services that ADCB has regularly evaluated for quality improvement are:
- Procedure duration of important value offerings and services e.g. loans, new accounts, ATM cards, credit cards etc
- Queuing duration like down time
- Customer complaints, formal or informal
- Hospitality and effectiveness
- Correctness and promptness in the preparation of statements of accounts and records
- Competitive rates, which include all service and miscellaneous charges
- Speed in responding to customer concerns such as in answering the phone, the number of passes before the client talks to the correct person
- Lost clients and records
Implementing ISO in ADCB
Implementation Procedure in ADCB
ADCB has not acquired the ISO certification as yet. However many procedures of quality management in the bank point to many of the requirements of the ISO standards. The initial stage for obtaining the ISO certification for ABDC is to have an in-depth analysis of the companys own quality activities and compare them to the ISO 9000 standards. If the banks activities and job training are poorly documented and there is proof of poor communication with management, then compliance to ISO 9000 standards will be very difficult to obtain. Next, an external consultant can be hired to assess the original activities and take the necessary stages to conform them to ISO 9000 standards. To ensure that these measures are kept, a quality assurance program is created and implemented. This will often require some description of the system, evaluation of new training requirements, calibration of equipment, and a corrective or preventive system to stop recurring problems. The assessment procedure is the next stage, which involves a system of audits by a 3rd party. This involves review of the firm, documentation, workers, and their knowledge of the quality system
Finally, a 3rd party registration assuming the ADCB complies with the standard of ISO 9000. The ISO 9000 certificate will usually expire after three years which will force ADCB to audit their procedures yearly. The expense of obtaining an ISO certification will vary among companies. An estimate of the rolling out expense can be found by bringing into account the following factors in ADCB
- Human Resource base
- Dispersed locations in the Emirates and India
- Level of closeness to ISO 9000 requirements within the current quality systems.
- Required stages to re-engineer quality activities employed by the bank
Implementing Balanced Score Card to Achieve Total Quality
The Balanced Score card Procedure
The 1st procedure in the Balanced score card implementation process in ADCB was translating the vision. This has helped the managers build a consensus around the firms vision and official overall objective. The strategic managers used to convey their strategic plans to the workers through a very rigid and inefficient method and the visions needless to say were hardly translated into performance. The Balanced score card model facilitated the development of a process that made sure all the top management guidelines were translated to worker processes and monitoring was done. The implication of this is that quality measures have been tied with the long term organizational objectives and closely monitored for deviations which has led to knowledge accumulation.
The 2nd procedure is communication and connection. Managers in ADCB pass the intended information about the official overall objective up and down the firm and connect it to divisional and individual long term goals. For a long time the divisions were evaluated in terms how well they hit the financial targets established by the management. This was also the model applied in the use of incentives. The incentives were linked to the financial results of the departments. The score card gives the ADCB managers a way of ensuring that all levels of the firm understand the long term official overall objective and that both divisional and individual long term goals are aligned with it (Robert and Norton, 2004).
The 3rd procedure has been business planning. This enables ADCB to integrate their business and financial or economic plans. Different organizations adopt slightly differing models although the logic is still the same. Strategic managers nowadays have a model that enables them to link the financial performance of a division with the quality propositions.
The 4th procedure is feedback and knowledge accumulation. This gives ADCB the capacity for what is called strategic knowledge accumulation. With the balanced score card at the centre of its management systems, ADCB can monitor short term results from the three additional perspectives; clients, internal business procedures and knowledge accumulation and development and evaluate official overall objective in the light of recent activity level. This ensures that quality is maintained and improved on in all the firms divisions. The score card thus enables ADCB to modify strategies to reflect real time knowledge accumulation (Robert and Norton, 2004).
How TQM Concepts are Applied in ADCB
TQM
Rolling out of TQM in the ADCB has not been straight forward due to the fact that quality of services cannot be defined in long term goals accurately. Additionally, the banking business sector by nature has less checking mechanism over factors which affect quality. In service settings, there is much higher level of external uncertainty compared to industrial production settings because services cannot be stored for later use and because of the participation by the customer in the procedure. Another difficulty that ADCB has experienced is the fact that services are intangible which makes it difficult for the compiled standards to conform to them and to measure them. High quality services are subject to the individual customer expectations which may be unknown or unstated, and may vary from customer to customer and also from time to time (Rana, 2006). In overall however the bank has done fairly in the implementation of TQM.
ISO
Before applying for ISO certification, ADCB must first decide if ISO 9000 is something they need. This is yet to be done for ADCB making it a negative aspect. Issues such as customer requirements, competition, and legal expected standards must be examined. This has been done in trying to implement other quality procedures making it a positive aspect. If a significant customer demanded an ISO certification for a product they buy, or international clients require certification, ISO 9000 would be appropriate for ADCB, this is however yet to happen a positive thing for ADCB. The competition must also be brought into account. If a significant competitor of ADCB has ISO certification for their procedures, ADCB may desire to obtain the same certification. Since non of this has happened ADCB is not under pressure to implement ISO which is a positive thing. ADCB may also pursue ISO certification for legal purposes.
Europe, for example, requires an ISO certification for many value offerings they import from the United States and this may extend to cover even businesses from other regions. ADCB might face a problem in trying to access these markets. After ADCB decides if ISO certification is appropriate, they must then evaluate how it will be beneficial to their company processes and products. The most substantial benefit is that their procedure will be recognized as a world-class quality system. Other advantages will be; lowered waste, higher quality value offerings and procedures, and consistency in operations.
Balanced Score Card
The Balanced Score card model has had the greatest impact in ADCB this is very positive given the level of quality that ADCB has been able to achieve. The procedures have been applied to a reasonable degree and this is observable in the improved customer service and growing deposit levels. However the negative thing is that there is still much room for improvement and competitors might exploit this to their advantage. The problem ADCB is experiencing is the challenge in integration of the various quality procedures which require conflicting processes at various levels.
Analysis
TQM
Offering high quality products and services is now a must and is concerning management increasingly in ADCB and all over the globe now (Garvin and David, 1987). Several quality tools and methods have been used to achieve this long term goal and the TQM model has proved to be among the most effective method that have been applied for ADCB. TQM has added a significant dimension to management practice around the globe since its introduction in early 1980s. It became a source of competitive advantage and very few companies can afford to ignore it. Empirical studies have shown that the way firms implement TQM can significantly affect the results and business impact, hence firms need to take proper measure in implementing TQM in their processes. ADCB especially being in service industry that is importing the TQM model from the manufacturing industry must be very careful. TQM has been translated in a variety of ways depending on the environment. It generally means a quest for excellence, creating the right attitudes and checking mechanisms to make prevention of defects or errors possible and optimize customer satisfaction by raised efficiency and effectiveness.
The literature has suggested that TQM has advanced beyond capturing tools and systems, and its focus has changed to conceptual rather than practical aspects. This is very true for ADCB. Therefore, TQM is now accepted and adopted by many businesses around the globe as a management philosophy in ADCB that embodies a compilation of generic core principles which are unconstrained by business sector unique considerations. The recent arguments in ADCB concerning TQM have supported the contingency model of the application of TQM core principles into different environments. These arguments suggest that TQM is applicable to ADCB but should not be applied in its entirety and only compatible tools and methods are applied to reap the utmost benefit of its use. Additionally, soft aspects of TQM that emphasize behaviors and attitudes, such as leadership, customer focus, empowerment, involvement and cultural elements of TQM have facilitated a more successful and beneficial roll out of TQM in ADCB. Due to emerging need of quality management rolling out in financial or economic service business sector now is the time for the sector to consider a paradigm shift. ADCB must pay attention to this shift and start developing strategies for providing high quality value offerings to clients. The bank needs to determine where improvement is required, how services can be improved and where business procedure interruptions occur, why they occur and how they can be avoided. (Goyal and Bhatia, 2009).
ISO
ISO 9000 is a compilation of standards and criteria regarding quality checking mechanism for companies specializing in industrial production and services. ABCD falls into the service category. Its essence is to provide a means for ADCB or any other organization to demonstrate a dedication to quality to their clients (Kyma and Macko, 2005).
The International Standards Firm represents 140 nations around the globe. The ISO 9000 standards were officially introduced in 1987, although the ADCB has started considering it just recently. The consistency in dimensions of value offerings such as cassette tapes and credit cards are the result of ISO standards. These standards are necessary to insure quality value offerings that serve their essence. Most ISO standards are size standardization oriented and consist of dimensions. The ISO 9000 is different from these as it is more judgmental and more applicable to the ADCB service model. They do not standardize the final product, but the procedure to make the product. ISO 9000 lays down what expected standards the quality system must meet, but does not dictate how they should be met in the firm (Kitazawa and Sarkis, 2000). This allows ADCB and other businesses great flexibility in the procedure of meeting these expected standards. A number of different quality methods can be used and still meet the criteria. While ISO 9000 would give ADCB direction for implementing a quality program, being certified does not guarantee quality however.
Balanced Score Card
As ADCB change itself to tackle competition that is based on information, their capacity to exploit intangible assets has become far more decisive than their capacity to exploit the physical assets. Many years ago in light of this transformation in the business management models an idea was developed that is now referred to as the balanced score card. The new model enabled business managers to track the activity level of the various business departments while at the same time tracking the financial performance of the same business divisions without having to delay any one. This model of activity control has had a very positive impact on the quality of the products and services being offered or produced by ADCB. The model has become very popular with managers and business consultants (Robert and Norton, 2004).
Results
TQM
In this competitive age, the survival of a business mainly depends upon the quality associated with the product. Similarly, in order to succeed in the banking business, ADCB will need to develop a firm culture based on Quality Management approach where every body is involved in quality enhancement procedures and the deposit taking institutions management is keen and fully dedicated to the satisfaction of both internal and external clients (Cowling and Karin, 1995). The analysis has shown that the ADCB has the infrastructure to implement fully the TQM policies.
ISO
Companies that have received ISO certification have found many advantages from ISO 9000 certification and Abu Dhabi Commercial is not an exception. Complete implementation of ISO 9000 would offer many advantages to ADCB by focusing the whole organization on quality. Lowered expense, higher revenue, and an international reputation for being a quality focused banking service provider are only a few of the advantages from the various ISO certifications that ADCB is deriving from closely matching the quality Standards of ISO. In an increasingly globalizing business environment, a competitive marketplace, and growing economies, ISO will continue to help companies satisfy the increasing demand for quality standards.
Balanced Score Card
Many companies including ADCB adopted early balanced scorecard ideas to improve their activity level measurement systems and quality management. This was either done partly or in full sometimes even without terming it as balanced score card and generally adoption those ideas provided clarity, consensus as well as focus on the required targets in activity level. In the recent past, ADCB has been increasing the usage of the balanced scorecard to perform the following functions;
- Make clear and update official overall objective
- Pass the intended information about official overall objective throughout the limited liability company
- Align unit and individual goals with the official overall objective
- Connect strategic long term goals to long term targets and annual budgets
- Identify and align strategic initiatives
- Conduct periodic activity level reviews to learn about and improve official overall objective
The balanced score card enables ADCB to align its management procedure and focus the entire firm on rolling out of long term official overall objective. These are the very activities that are required in the achievement of high and sustainable quality by ADCB. The bank has many of the recommended strategic procedures in place for the full rolling out of the balanced score card but this can still be improved further (Newman and Alan, 1996).
Conclusion
The Total Quality Management
There are several methods that need to be implemented to ensure that TQM rolling out is being effective one of which is expanding the role of ADCB internal auditors to evaluate activity level in term of quality, service, cleanliness and value rather than limiting their function to only checking cash flows, transactions and balances. 2nd, quality models could be employed such as value analysis which evaluates procedures based on value addition to ADCB through method studies, work measurement, and job evaluation. 3rd, the bank can ensure proper quality system rolling out by using the well-known industrial production methodology, Cycle Time Reduction (CTR) coupled with identifying defects using ISO guidelines. In order to implement TQM in an environment, new alterations have to take place and people within ADCB have to commit to those alterations. In a survey of 160 operational office managers of deposit taking institutions in England, interviewed managers regarded communication and management style to be the two most significant issues to be altered to enable an effective TQM rolling out process. In other words, managers ought to be able to pass the intended information throughout the firm effectively. The survey was on a scale from 1 to 5 where 5 was of significant importance and 1 of minor importance (Burton and Gummer, 1999)
ISO
The International Standards Firm simply defines the standards to be used for certification. The firm itself does not audit companies. Because of this, ADCB can not be termed ISO 9000 certified . ISO has indicated interest to put an end to the use of this terminology, as it can be misleading, causing clients to think that ISO is sponsoring the certification procedure. ISO also does not allow its logo to be used to advertise certification. Private sectors take on the responsibility for auditing companies to check for compliance to ISO 9000. ADCB can be certified with a certain private limited company that relies on its own credentials. This private limited liability company will check to see if the management procedures relevant to quality are in line with the corresponding ISO 9000 standards (International Standards Organization, 2001).
Balanced Score Card
It is observable that there are many strategies available to the management of ADCB for the essence of quality improvement offer very promising results. It is also observable that the bank has implemented quite a substantial amount of the procedures outlined by the balanced Score Card model. However the entire quality management procedure would need to be integrated to ensure that all the efforts lead to the same goal. The recommendation that can be made for ADCB would be to translate every effort aimed at improving quality in terms of one model like the balanced score card since it is comprehensive and endeavor to implement it fully.
References
Burton, C. and Gummer, T. 1(999). TQM and Organizational Change and Development, New York: Rockfield College Press.
Choppin, J. (1994). This Total Quality Business, Managing Service Quality, Vol. 4, No. 6, 1994, pp. 5-7.
Cowling, A. and Newman, K. (1995). Banking on people, Personnel Review. Vol. 24 No. 7, 1995, pp. 25-40.
Garvin and David A, (1987). Competing on the Eight Dimensions of Quality, Harvard Business Review, 10110.
Goyal, N. and Bhatia, L. (2009). Improving Financial or economic Services through TQM: A Case Study, Web.
International Standards Organization (2001). The Magical Demystifying Tour of ISO 9000 and ISO 14000. Web.
Kitazawa, S. and Sarkis, J. (2000). The Relationship between ISO 14001 and Continuous Source Reduction Programs, International Journal of Operations and Production Management, 20, no. 2, 225248.
Kymal, C. Omnex (2005). The Impact of ISO/TS 16949 and ISO 9001:2000. Web.
Lakhe, R. R, (1995). Understanding TQM in service systems, International Journal of Quality & Reliability Management, Vol. 12 No. 9, 1995. pp.139-153.
Newman, K. & Alan C. (1996). Service Quality in Retail Banking, International Journal of Bank Marketing. Vol 14, Issue 6.
Prajogo, D. I. (2005). The comparative analysis of TQM practices and quality activity level between industrial production and service businesses , International Journal of Service Business sector Management, Vol. 16 No. 3, 2005 pp. 217-228.
Rana, I. A. (2006). TQM paradigm in banking business sector, Web.
Robert S. K. and David P. N. (2004). Using Balanced Score Card as a Strategic management System, Harvard Business Review, USA.
TAIB Research, (2009). ADCB Equity Report, GCC Equity Report TAIB.
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