TQM and BT Plc
Cranefield College of
Project and Programme Management
Module 3
Table of Contents 3 Bibliography 32
6. Kinicki A, Kreitner R, “Organizational Behavior”, McGraw-Hill 2007 32
THE EXECUTIVE SUMMARY
Today’s operations regardless of sector, size, structure or maturity are exposed to a competitive environment that is increasingly global in scope and quality has become one of the important factors for achieving competitive advantage. There is greater need to establish an appropriate management system to be successful. The Business Excellence Model combined with the BSPM is a practical tool to help organisations be a centre of Excellence. It enables organisations to measure where they are on the path to Excellence; helping them understand the gaps, see problems; and then stimulate solutions at early stages of the quality journey. The role played by the BSPM will be extensively explained in relation to BT as it has so much to offer in organisational success as it provides both the structure and the tools in the organisation transformation and continuous improvement.
BT employs around 120 000 people now, but was able to smoothly shed 130 000 without labour fights. The BT leadership developed good relations with the trade unions. Downsizing of this scale rarely passes without triggering protests. British Trade Unions are powerful and influential. BT has 8000 site across the world managed by a small pool of employees. It managed to get it processes right and eliminated waste removing all non value adding items. It started focusing on quality in 1986 and has since been able to sustain a steady growth in revenue (£4 to £25 billion) and its market share.
It embarked on reorganising its structures and resulted in
Project and Programme Management
Module 3
Table of Contents 3 Bibliography 32
6. Kinicki A, Kreitner R, “Organizational Behavior”, McGraw-Hill 2007 32
THE EXECUTIVE SUMMARY
Today’s operations regardless of sector, size, structure or maturity are exposed to a competitive environment that is increasingly global in scope and quality has become one of the important factors for achieving competitive advantage. There is greater need to establish an appropriate management system to be successful. The Business Excellence Model combined with the BSPM is a practical tool to help organisations be a centre of Excellence. It enables organisations to measure where they are on the path to Excellence; helping them understand the gaps, see problems; and then stimulate solutions at early stages of the quality journey. The role played by the BSPM will be extensively explained in relation to BT as it has so much to offer in organisational success as it provides both the structure and the tools in the organisation transformation and continuous improvement.
BT employs around 120 000 people now, but was able to smoothly shed 130 000 without labour fights. The BT leadership developed good relations with the trade unions. Downsizing of this scale rarely passes without triggering protests. British Trade Unions are powerful and influential. BT has 8000 site across the world managed by a small pool of employees. It managed to get it processes right and eliminated waste removing all non value adding items. It started focusing on quality in 1986 and has since been able to sustain a steady growth in revenue (£4 to £25 billion) and its market share.
It embarked on reorganising its structures and resulted in
Bibliography: 1. Steyn P, “Module M3 – Organizational Quality and Performance Management”, 2009. 2. Firer, Ross, Westfield, Jordan, “Fundamentals of Corporate Finance”, 3rd Edition, McGraw Hill Higher Education, 2004. 3. Steyn P, “Module M6 – Financial management of Corporate Projects and Programmes”, 2008. 4. Gido J & Clements J, “Effective Project Management”, Canada, Thomson South Western, 2006. 5. Lynch R, “Corporate Strategy”, 4th Edition Prentice Hall, London. 2006. 10. Robert Kreitner / Angelo Kinicki, “Organizational Behaviour”, McGraw-Hill International Edition, 2007 11