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Background
Globalization has greatly improved the rate of production of production of goods and services.
Caulat and DeHaan (2006) argue that many businesses and organizations are currently creating and sustaining competitive advantage by focusing on quality of services and products offered to the market.
Globalization:
- Culture.
- Society.
- Politics.
- Economy.
- Environment.
However, not all organizations embrace quality standards in their provisions especially in regards to ISO 9001:2008.
There is lack of transparent leadership at the Abdelkader Bakheet Law Firm and Legal Consultants. This is the reason why implementing the quality standard has been difficult.
Abdelkader Bakheet Law Firm and Legal Consultants
Abdelkader Bakheet Law Firm and Legal Consultants is a legal firm in Dubai.
It was started in 1996.
The firm has witnessed considerable growth in its provision of numerous legal and consultation services.
Some of its roles include providing international and local disciplines with legal consulates.
It also offers services in construction law, communication, civil rights, business law, arbitration and administrative law.
It has strong dedication towards offering high quality services to its clients.
- Abdelkader Bakheet Law Firm and Legal Consultants is performing quite well in the UAE although it has not implemented any quality program in its management.
- There are several clients who have been served by this law firm in the past.
- Many individuals, organizations and businesses in the UAE are prone to uncertainties which have led to higher demand for services offered by Abdelkader Bakheet Law Firm and Legal Consultants.
- Therefore, it is necessary for this organisation to take keen interest in the ISO 9001: 2008 framework.
Gap analysis
The advent of globalization has increased the importance of quality standards in business.
Clark and Fincham (2002) argue that sustaining a competitive edge calls for focusing on provision of products and services that are of high quality.
The interview with the top management of the company provided diverse views
These views offered guidelines on the various gaps affecting the implementation of ISO 9001:2008.
In addition to leadership, other factors that have slowed down the implementation of ISO 9001: 2008 include lack of adequate resources, interdepartmental relations, social issues and recognition.
Leadership related issues
Inadequate commitment in leadership
There is inadequate commitment among leaders at Abdelkader Bakheet Law Firm and Legal Consultants.
The needs of employees and clients should be understood before implenting the ISO 9001: 2008 quality system.
- There is lack of commitment in terms of leadership in this organisation.
- Hence, there has been little focus on quality
- Critchley, Higgins and King (2006) point out that leadership is a remarkable model that can introduce and implement quality programs.
Leadership and ISO 9001: 2008
This structure assists in explaining why leadership is vital when implementing this quality program.
Organizational learning
Organizational learning coordinates the most important activities in an organisation.
One of the ways through which quality can be instituted in the provision of products and services is through learning.
According to Mughan, Lloyd-Reason and Zimmerman (2004) many organizations in the UAE have not fully implemented ISO 9001:2008 due to lack of organizational learning.
Most workers are not adequately skilled.
They also lack training in using modernized systems.
These challenges makes the implementation of a standard program to be cumbersome.
- Organizational learning is a very important practice in the modern world. It enhances the provision of high quality products and services.
- Organisational learning also assists in identifying leadership weaknesses, issues, problems and root causes of the prevailing challenges.
- According to Obaid (2011) organizations that do not implement quality programs may not be able to evaluate their past and current performance in terms of quality delivery of goods and services.
Recognition
Effective leadership recognizes the situation of a business in terms of provision of quality products and services.
There are quite a number of factors that dictate the ability of an organization to achieve its objectives and propositions with minimal resistances.
Firms that have not implemented the ISO 9001:2008 lack situational leadership which is critical for the recognition of the importance of quality systems.
Factors such as resources, finances or business environment may impact the implementation of quality programs.
- Group work should be encouraged at all times.
- This should be accompanied with the most acceptable organisational culture.
- An organization’s culture creates a common understanding among all the employees of an organisation.
- It also assists an organisation to be recognised in a particular way by the targeted market.
- Strategic planning is also vital because it assists in an organisation to be indentified by the public in terms of what it offers in the market.
References
Caulat, G. & DeHaan, E. (2006). Virtual peer consultation: How virtual leaders learn. Organization & People 13(4): 8-12.
Clark, T. & Fincham, R. (2002). Critical consulting: new perspectives on the management advice industry. Oxford: Blackwell.
Critchley, B., Higgins, J. & King, K. (2006). Field Research into the Practice of Relational Consulting. New York: Ashridge Consulting.
Kakabadse, N. K. (2006). Consultant’s Role: A qualitative Inquiry from the consultant’s Perspective. Journal of Management Development, 25 (5): 416-500.
Mughan, T., Lloyd-Reason, L., & Zimmerman, C. (2004). “Management consulting and international business support for SMEs: Need and obstacles”. Education & Training, 46(8): 424-432.
Obaid, H. (2011). Potential for the application of emerging market Z-score in UAE Islamic banks. International Journal of Islamic and Middle Eastern Finance and Management, 4(2), 158-173.
O’Mahoney, J. (2010). Management consultancy”. Oxford: Oxford University Press.
Schein, E. (2002). Consulting: what should it mean? in Clark, T. and Fincham, R. (Eds), critical consulting: new perspectives on the management advice industry, Oxford: Blackwell Business.
Soriano, D.R. (2003). The impact of consulting service on Spanish firms. Journal of Small Business Management, 41(4): 409-416.
Sturdy, A. (2009). Popular critiques of consultancy and the politics of management mearning”, Management Learning 40(4): 7.
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