Total quality: an introduction to improving the performance of civil society organizations
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Setting
D. Muhammad Mamdouh Abdullah
Head of the NGO Development Sector at Misr El Kheir Foundation
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">International changes since the nineties of the last century have shown international interest in civil society organizations as a partner of the state in development. Global and regional changes have contributed to highlighting civil society organizations as a vital party in the development process. At the local level, these changes have imposed on the state to search for another actor in society as an assistant in providing some services. An actor who is not exploited and contributes to stability and community peace and works to meet the various needs of society. Civil society organizations were the candidate candidate to play that role by decision makers. And experts and the international community. mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Since the launch of Egypt Vision 2030, the conversation about the role of civil society organizations in participating in development management as an essential partner for the government next to the private sector has become essential, and these organizations have become one of the most important pillars on which the Egyptian state is betting in achieving that development because of their communication with various segments of society, as the effective organizations among them work to support the state and complement their role in advancing society. Here, the presence of strong and effective civil society organizations is a political and development necessity in that One mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Over the past few years, civil society work in Egypt has witnessed a significant boom, especially since the Egyptian state has launched many specialized national strategies, such as the National Strategy for Human Rights, the National Strategy for Combating Corruption, and the National Strategy for Climate Change... and others. Most of these strategies have unanimously agreed on the vital role of civil society organizations in achieving these strategies, which indicates the desire of the Egyptian state to make room for civil society organizations to contribute to construction and development alongside the government sector. And private.1/ The reality of civil society organizations in Egypt
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Previous studies have shown that NGOs suffer from institutional and organizational problems and challenges that limit their performance and their ability to participate effectively in the development process. These challenges are related to internal challenges related to financial and human resources, systems, regulations, and service delivery methods, the absence of a unified methodology for institutional evaluation in NGOs, and weak training programs mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">According to the reports of the Ministry of Social Solidarity, there are approximately 38 thousand registered non-governmental organizations located in all parts of Egypt, villages and cities, but as a result of the institutional and organizational weakness that most of them suffer from, as a result of the low efficiency of human, organizational and institutional resources, which many studies indicate, most of these organizations are ineffective on the ground and we do not find that they have a social return on the development process that is consistent with the number of these organizations, which is what makes us look for New approaches to support these organizations institutionally and organizationally in a way that contributes to developing their performance mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Community2 /Institutional and organizational development as an approach to improving the performance of civil society organizations
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Based on the above and as a result of the problems and challenges facing civil society organizations at their internal organizational level or at the external level in their relationship with society, which is what many studies have indicated. Therefore, these studies have proposed defining institutional development asa process of external intervention to improve and develop the organization's performance in its relationship to its performance. For its mission, its relationship with the surrounding environment, and its relationship with the use of its resources. Hence, the basic features of institutional development are: a process in which there are multiple variables and some of them affect the others. It is a process of organized, planned external intervention with specific goals that positively affects the organization’s performance and affects the nature of the relationship between the organization and the economic, social, and environmental race in which it operates: and achieves continuity and sustainability, as this process. An intervention directed at the individual and also directed at the organization as a whole. Thus, the components included in the concept of institutional and organizational development are not only training as is prevalent in the common perception.. mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">2/1 Institutional development axes and areas mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Institutional development includes four main axes: (individuals - the group - the organization itself - the techniques used) and will briefly discuss each of these areas as follows:(b) The organizational group Organizational development is concerned with the problems of the organizational group, especially those mutual relationships between members of the work group. Development seeks to establish rules of language, cooperation, and respect among individuals and resolve conflicts within the group .
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">(c) Organization, which is represented in two basic dimensions: mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">The main organizational units, which may be departments or departments. Photographs can be taken in these departments and divisions within the scope of functions and communications and information structures mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Different organizational processes such as decision-making, communication patterns, and relationships between groups, as well as planning processes, goal design, conflict management, etc.. mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Technologies used Technical progress in the field of information assumes a change in the technologies used, and the changes may be simple and do not go beyond using computers, or they may go beyond that by using software to assist in management information systems, or using the Internet to help workers and auditors. . mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Another classification of the most important areas of organizational development included four areas of organizational development: organizational structure, tasks or work performed by the individual - individuals in the organization - technology, i.e. tools, methods and ways of working. There is interaction and mutual influence between these areas and that making a single change in these areas will affect the other areas, negatively or positively.. .3/Comprehensive quality as an input for the continuous development of civil society organizations
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Total quality is one of the modern management concepts that is based on a set of ideas and principles that any organization can apply in order to achieve the best possible performance, improve productivity, increase profits, and improve its reputation in the local and foreign market in light of the significant increase in the number of companies and institutions in their various fields and activities. Therefore, it has become necessary for it to work on completing quality components and systems in order to gain global acceptance mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">The culture and concepts of employees about quality represent the practical basis for achieving it in the organization's products and services. It is common knowledge within productive organizations that quality is achieved through the implementation of technical specifications, and from the point of view of employees in service organizations, service quality is achieved through the application of procedures, regulations and labor laws. Some citizens may see that quality is achieved in bringing the product or service to the degree of perfection mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">The International Organization for Total Quality Management defines it as an inherent and comprehensive doctrine or custom in the leadership and operating style of an organization, with the aim of continuous improvement in long-term performance by focusing on the requirements and expectations of customers while not neglecting the requirements of shareholders and all other stakeholders. Some go beyond this concept to the fact that quality is not only achieving the needs and expectations of the customer, but rather reaching more than his expectations and making him happy and not 'Arial',sans-serif; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">Total quality management also aims to continuously improve all aspects of performance in the organization, and is considered a joint responsibility for all administrative levels and workers in departments and teams, with the aim of meeting the needs and expectations of customers at all stages of operation, including dealing with suppliers, operations and services mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">As a result of quality management achieving successive successes in the performance of organizations, this led to its entry into the service sector, including government agencies and public organizations. The development of quality management witnesses many stages, each of which has a special vision regarding quality and the customer and how to satisfy him and ensure his loyalty. And retaining it, defining its functions, and management emerges as a major element in the philosophy of total quality within the framework of nine elements divided into three groups:1. Focus on operations: This group includes elements (continuous process improvement, process measurement, and customer and supplier engagement) Arial;">.
2. Long-term focus on customers: It includes three elements: the broad concept of the customer: (long-term planning for quality, and focus on quality).
3. As for organizational culture, it is the concept of modifying organizational behavior and enabling the creation of a culture that provides the opportunity for all employees in the organization to participate for the purpose of improving productivity, empowering individuals, and ensuring the commitment of senior management. It is the fertile ground that supports growth, stability, and success Strategic planning, data and information management, administrative process, supply management, and finally human resources management.
Based on all of the above and the importance of integrating quality management into contemporary organizations and the result Due to global trends in applying comprehensive quality systems to all aspects of life and the trend to control all administrative, production and service processes for all institutions with quality standards through which the organization is judged and its activities and products are accepted by the quality of those processes. It is a call for competition between organizations in order for performance development to become a continuous life process adopted by the state’s productive and service organizations. Total quality management is an integrated system that governs all processes and activities And the functions that work within the organization, and thus it is an advanced system beyond the scope of quality that relates to the good or service provided by the organization, while total quality management goes beyond the scope of the quality of the good or service provided to the quality of the organization itself as a whole.4/ Call for building a standard system to ensure comprehensive quality in NGOs
5/ Benefits of implementing total quality management
Indeed, there are many international organizations that have demonstrated clear excellence in their performance. And its results through its application of the Total Quality Management System. The most important benefits achieved from fighting these organizations can be summarized as follows:
1) تحسين نوعية الخدمات المقدمة للجمهور
2) تخفيض تكاليف التشغيل.
3) العمل على تحسين وتطوير إجراءات وأساليب العمل.
4) زيادة قدرة المنظمات على البقاء والاستمرار
5) زيادة ولاء العاملين للمنظمة.
6) رفع مستوى الأداء.
mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;">6/ متطلبات تطبيق مبادئ الجودة الشاملة
6/1 إعادة تشكيل ثقافة المنظمة:
إن إدخال أي مبدأ جديد في المنظمة يتطلب إعادة تشكيل لثقافة تلك المنظمة حيث أن قبول أو رفض أي مبدأ يعتمد على ثقافة ومعتقدات الموظفين في المنظمة إن ثقافة الجودة تختلف اختلافا جذريا عن الثقافة الإدارية التقليدية وبالتالي يلزم إيجاد هذه الثقافة الملائمة لتطبيق مفهوم إدارة الجودة الشاملة وذلك بتغيير الأساليب الإدارية. وعلى العموم يجب تهيئة البيئة الملائمة لتطبيق هذا المفهوم الجديد بما فيه من ثقافات جديدة
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6/2 الترويج والتسويق للجودة الشاملةان نشر مفاهيم ومبادئ إدارة الجودة الشاملة لجميع العاملين في المنظمات الأهلية أمر ضروري قبل اتخاذ قرار التطبيق، إن تسويق البرنامج يساعد كثيرا في التقليل من المعارضة للتغيير والتعرف على المخاطر المتوقعة بسبب التطبيق حتى يمكن مراجعتها، ويتم الترويج للبرنامج عن طريق تنظيم المحاضرات أو المؤتمرات أو الدورات التدريبية للتعريف بمفهوم الجودة وفوائدها على المنظمة
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6/3 التعليم والتدريبحتى يتم تطبيق مفهوم إدارة الجودة الشاملة بالشكل الصحيح فإنه يجب تدريب وتعليم المشاركين بأساليب وأدوات هذا المفهوم الجديد حتى يمكن أن يقوم على أساس سليم وصلب وبالتالي يؤدي إلى النتائج المرغوبة من تطبيقه، حيث أن تطبيق هذا البرنامج بدون وعي أو فهم لمبادئه ومتطلباته قد يؤدي إلى الفشل الذريع فالوعي الكامل يمكن تحقيقه عن طريق برامج التدريب الفعالة
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">إن الهدف من التدريب هو نشر الوعي وتمكين المشاركين من التعرف على أساليب التطوير وهذا التدريب يجب أن يكون موجها الجميع فئات ومستويات الإدارة (الهيئة التنفيذية المدراء، المشرفين، العاملين) ويجب أن تلبي متطلبات كل مئة حسب التحديات التي يوجهونها. فالتدريب الخاص بالهيئة التنفيذية يجب أن يشمل استراتيجية التطبيق بينما التدريب لفرق العمل يجب أن يشمل الطرق والأساليب الفنية التطوير العمليات. mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">وعلى العموم فإن التدريب يجب أن يتناول أهمية الجودة وأدواتها وأساليبها والمهارات اللازمة لحل المشكلات ووضع القرارات ومبادئ القيادة الفعالة والأدوات الإحصائية وطرق قياس الأداء. mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6/4 الاستعانة بالاستشاريينالهدف من الاستعانة بالخبرات الخارجية من استشاريين ومؤسسات متخصصة عند تطبيق البرنامج هو تدعيم خبرة المنظمة ومساعدتها في حل المشاكل التي ستنشأ وخاصة في المراحل الأولى.
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6/5 تشكيل فرق العمل mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">يتم تأليف فرق العمل بحيث تضم كل واحدة منها ما بين خمسة إلى ثمانية أعضاء من الأقسام المعنية مباشرة أو ممن يؤدون فعلا العمل المراد تطويره والذي سيتأثر بنتائج المشروع، وحيث أن هذه الفرق ستقوم بالتحسين فيجب أن يكونوا من الأشخاص الموثوق بهم، ولديهم الاستعداد للعمل والتطوير وكذلك يجب أن يعطوا الصلاحية للمراجعة وتقييم المهام التي تتضمنها العملية وتقديم المقترحات لتحسينها. mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6/6 التشجيع والتحفيزإن تقدير الأفراد نظير قيامهم بعمل عظيم سيؤدي حتما إلى تشجيعهم، وزرع الثقة، وتدعيم هذا الأداء المرغوب وهذا التشجيع والتحفيز له دور كبير في تطوير برنامج إدارة الجودة الشاملة في المنظمة واستمراريته وحيث أن استمرارية البرنامج في المنظمة يعتمد اعتمادا كليا على حماس المشاركين في التحسين، لذا ينبغي تعزيز هذا الحماس من خلال الحوافز المناسبة وهذا يتفاوت من المكافأة المالية إلى التشجيع المعنوي والخلاصة أنه على المنظمة تبني برنامج حوافز فعال ومرن يخلق جو من الثقة والتشجيع والشعور بالانتماء للمنظمة وبأهمية الدور الموكل إليهم في تطبيق البرنامج.
6/7الاشراف والمتابعة
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">من ضروريات تطبيق برنامج الجودة هو الإشراف على فرق العمل بتعديل أي مسار خاطئ ومتابعة إنجازاتهم وتقويمها إذا تطلب الأمر، وكذلك فإن من مستلزمات لجنة الإشراف والمتابعة هو التنسيق بين مختلف الأفراد والإدارات في المنظمة وتذليل الصعوبات التي تعترض فرق العمل مع الأخذ في الاعتبار المصلحة العامة.7 / معوقات تطبيق نظم الجودة الشاملة
mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">إن نجاح تطبيق نظم الجودة الشاملة يتوقف على عدد من الاشتراطات لعل أبرزها البيئة الداخلية والبنية التنظيمية الصالحة للتطبيق، والتي يجب أن تمتاز بالمرونة والاستجابة السريعة، وقبل ذلك يجب أن يكون حاضرا وفي كل خطوة وعلى نحو مستمر الإدراك والدعم اللامحدود من الإدارة العليا والاقتناع والمشاركة الصادقة من العاملين كافة، وهو ما يفسر الفشل الظرفي الذي تواجهه بعض المنظمات في تطبيق مفهوم الجودة الشاملة أو ربما واجهت المشكلات في تنفيذه على نطاق واسع وبوجه خاص في الجانب الإنساني من المعادلة، فإذا غابت القيادة الملتزمة بالجودة من إدارة المنظمة فلن يتحرك التنفيذ سوى خطوات خجولة لتفتت وتتفكك لتشكل مضامين للقوى المعادية للتغيير من القمة، الأمر الذي ينسحب إلى الإدارات الوسطى والتنفيذية ليبدو الأمر بصيغة تشكيلة من الصراعات الداخلية. mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">إن نجاح جهود تطبيق الجودة الشاملة يتطلب أكثر وأبعد من التعلم على الأدوات والأساليب التطبيقية، فالتخطيط والمعرفة العميقة بخصوصية المنظمة وتأثير العوامل البيئية المحيطة يحددان خصوصيات النموذج المطبق، الأمر الذي يجب أن يلاءم التكوين الثقافي للمنظمة، وإلا فإن الفشل متحقق لا محالة، هذا فضلاً عن أسباب أخرى تسهم على نحو أو آخر في تحقيق الفشل ومنها:1) عدم الوضوح في الخطة الاستراتيجية اللازمة لتطبيق العملية.
2) إدارة وقيادة غير فاعلة في مواكبة التغييرات.
. قلة معرفة العاملين ومهاراتهم 3)
4) قلة المعلومات المتوفرة حول مزايا التطبيق وعوائده للمنظمة وعامليها.
5) مقاومة التغيير من العاملين.
6) خطط غير معرفة وغير واضحة لفرق العمل وحلقات الجودة من حيث حجم وهدف الاحتياجات التدريبية، يرافقه تدريب وإعادة تدريب غير كافي.
7) ضعف التنسيق وضعف بيان الأولويات أو ترتيب سيء لها.
8) ضعف في نظام الحوافز والمكآفات.
9) التركيز على الجودة في الأجل القصير وإهمال البعد الزمني الطويل.