Alaa Garad

The book consists of two parts; antecedents of a healthy organisation comprises six chapters, while part two, developing change and building capacity, contains four chapters. The authors emphasise the direct links between people as the most precious source of competitive advantage. Workplace wellbeing, support, good management, and diversity are almost the hygiene factors towards high business performance. The book showcases the challenges in providing a healthy working environment. It proposes a roadmap towards further understanding of these challenges’ legal, ethical, and business aspects and how to overcome them. The book provides new approaches and practices that organisations can adopt to make the working environment healthy, considering physical health and safety and mental health. Throughout the book, there is a theme that is taking the guidelines and literature from the World Health Organisation (WHO) into consideration; it is useful to relate to an international approach that helps organisations map their endeavour to such a global benchmark.

"An organisation that strives to improve performance must have the ethos of learning at its core. This insightful and practical book acts as a comprehensive guide for leaders to help them develop and embed a sustainable and effective culture of learning into their organisation's DNA." --Russell Longmuir, CEO, EFQM Brussels "Individuals and organisations are either growing or dying. In these disruptive times, there is no stasis. Learning is the key to growth. Alaa and Jeff's work is well-researched and practical. You can apply it straight away to develop yourself, your leaders and your organisation." --Andy Lothian, CEO, Insights Group "With the nature of work rapidly changing, organisations and businesses need to evolve in new ways if they are to flourish. This timely contribution sets out a clear roadmap to success that will allow organisations to not just survive, but thrive." --Jamie Cooke, Head of RSA Scotland "Garad and Gold offer a compelling treatise on the importance of learning and review examples to highlight practices that enable the kinds of collective, organisational learning that our turbulent world needs in abundance." --Robert MacIntosh, Professor of Strategic Management, Heriot-Watt University and Chair, Chartered Association of Business Schools.

In the context of the United Arab Emirates, the paper explores an emerging synergy between models of business excellence (BE) and the people management framework Investors in People (IIP), within organizational HRD policy and practice. Since the 1990s, driven by the need to enhance international competitiveness, UAE organizations have been encouraged to adopt quality initiatives, often reinforced with prestigious awards. HRD policy and practice has responded accordingly. However, despite its introduction in the late 1980s IIP, an overtly people standard, it is only in recent years that it has begun to be adopted in the UAE. The paper argues that it is by establishing and consciously promoting the links between BE and IIP that provides the basis for the increasing adoption of IIP in the UAE. IIP has been used by UAE organizations to lever effective implementation of BE and lead them toward further learning and performance excellence. This, the first of a two-part article, establishes...

PurposeThis study investigates the competencies required for quality management professionals to meet the needs of industry 4.0. The authors use a case study strategy at an electronics manufacturer in southern Malaysia, to adapt their role to be relevant in the industry 4.0 environment. In doing so, this study answers the following four questions: (1) How are the changing technological trends expected to impact the future role of quality in industry 4.0? (2) What are the competencies gap between current and future roles of quality professionals? (3) What are the views and practices related to quality roles? (4) How can the gaps identified be closed to meet the quality challenges of industry 4.0?Design/methodology/approachThe research methods consist of a comprehensive review of literature on the technological trends towards industry 4.0 and the impact on the role of quality and competence that may be required in the future, as well as internal document review on the current roles of...

Understanding the needs of customers has become a critical factor for the success of organizations in the modern world. A blood service is similar to any other organization in that it needs to satisfy its blood donors and other customers for it to survive. The primary purpose of this paper is to assess the quality of service offered to blood donors at the National Blood Service of Zimbabwe and make appropriate recommendations for improvement where the quality level is found to be below expectations. Complex surgical and medical procedures are made possible by the use of blood transfusion, and it improves the quality of life as well as life expectancy in patients with a wide range of chronic and acute conditions (Amatya, 2013).

Purpose The purpose of this paper is to propose a model for organizational learning (OL) that can help organizations to transform into a learning-driven organization (LDO); a model that considers the whole ecosystem, its subsystems and considers the importance of technology, digitalization and dataism. The authors seek to answer key questions, specifically, first, what makes an organization learning-driven? and, second, how the learning ecosystem works organization-wide? Design/methodology/approach This paper draws on prior research conducted by the authors in the hospitality sector. Insights were gleaned from both theoretical perspectives and qualitative data drawn from a number of empirical studies. This paper focuses on critically reviewing the literature on OL, and selected organizational development frameworks such as the European Foundation for quality management and investors in people. Findings The authors propose an ecosystem model that entails three subsystems for OL. At t...

In today's fast-changing world, we can realise the emerging focus on quality in all aspects of business, ultimately, this should lead to better quality of life. Quality is a race without a finish line. We are on a mission of continuous quality improvement (Kearns, 1991). Quality professionals and managers are acting like the train driver who directs the train to its destination provided that the executive leadership has set up and established the infrastructure and railway for that train to move towards its target. The researcher believes that the quality of 'quality manager' plays a major role in the effective implementation of the quality initiatives. This exploratory, descriptive paper aims to find out what are the skills, competencies, perceptions and challenges related to quality managers and quality 'function'; the purpose of this paper is to highlight the key issues that need to be considered in preparing quality managers to excel in their targets.

In the context of the United Arab Emirates, the paper explores an emerging synergy between models of business excellence (BE) and the people management framework Investors in People (IIP), within organizational HRD policy and practice. Since the 1990s, driven by the need to enhance international competitiveness, UAE organizations have been encouraged to adopt quality initiatives, often reinforced with prestigious awards. HRD policy and practice has responded accordingly. However, despite its introduction in the late 1980s IIP, an overtly people standard, it is only in recent years that it has begun to be adopted in the UAE. The paper argues that it is by establishing and consciously promoting the links between BE and IIP that provides the basis for the increasing adoption of IIP in the UAE. IIP has been used by UAE organizations to lever effective implementation of BE and lead them toward further learning and performance excellence. This, the first of a two-part article, establishes the strength of the relationship between BE and IIP. Part 2 draws on case study data to highlight the dynamics of the process in more detail.

كتاب الطريق الى القمة
يعتبر كتاب الطريق الى القمة ثمرة مجهود متواصل من العمل والبحث ويسد الكتاب فجوة كبيرة في مجال التعلم المؤسسي والذي يعرفه المؤلف بأنه عملية تعديل السلوك المؤسسي من خلال توظيف العمليات والوسائل والأنشطة  المختلفة في استخلاص الدروس من داخل وخارج المؤسسة بغرض تحسين الأداء بصورة منهجية والتحول إلى مؤسسة متعلمة، وقد ساهم التعلم في تطوير ونجاح مؤسسات عملاقة مثل "جنرال الكتريك" و"شل" و "زيروكس" و "أرامكو" و "سابك" و"مؤسسة 57357 لعلاج سرطان الآطفال" في التعلم ولذلك وصلت هذه المؤسسات الى قمة النجاح والتميز. وينقسم الكتاب الى ثلاثة أجزاء تتناول مستويات التعلم الثلاث وهي التعلم الفردي والتعلم الجماعي والتعلم المؤسسي. ويساعد التعلم جميع الفئات السابقة فالأفراد الذين ينخرطوا في أنشطة التفكر والتفكير الناقد وتقييم الذات تتطور مهاراتهم وسلوكياتهم وحتى إسلوب تفكيرهم. وكذلك فرق العمل التي تستخدم الأساليب العلمية في حل المشكلات وكذلك تنخرط في فرق الجودة واسلوب المراجعات اللاحقة تتطور بسرعة وتحقق تقدما ونقلة نوعية في الأداء، أما المؤسسات التي تستخدم أنظمة الاقتراحات والشكاوى وكذلك جوائز الجودة والمقارنات والمتسوق السري فقد أثبت البحث العلمي تطورها وحفاظها على مستوى التقدم والتميز ، وقد تناول الكتاب تلك الأساليب بالشرح والتحليل.
25 حالة عملية:
اشتمل الكتاب على 25 حالة عملية توضح كيفية تطبيق أساليب التعلم المؤسسي في مجموعة جميرا بدولة الإمارات العربية المتحدة وتمتلك هذه المجموعة سلسلة فنادق عالمية من أههمها الأيقونتين الأشهر في دبي وهما فندق برج العرب أطول فندق بالعالم وكذلك فندق أبراج الإمارات والذي كان أحد المؤسسات التي تناولتها الدراسة بالبحث والتحليل. وياتي في نهاية كل فصل حالة عملية أو حالتين تتضمن شرح من الموظفين والمدراء بتلك المجموعة عن رحلة تعلمهم وكذلك الدروس المستفادة وكيف يتم تطبيق ذلك عملياً.