Etisalat is widely known as a telecommunication service provider especially in countries where it operates. Founded in the year 1976, it had used strategies to keep the momentum going on and pile up the stories of success (Abudhabi.ae 2018). The company as per the report of 2014 was the 14th largest mobile network provider at the global level. The company is headquartered in Abu Dhabi. They provide services through a wide range of products like mobile and fixed line telephony, digital television and internet services. It is also known as one of the internet hubs in the Middle East countries (Abudhabi.ae 2018).
A brief of quality management theories/models and Gurus:
Total quality management as understood from Mohammad Mosadeghrad (2014) is a state or an environment where risks are lesser than the benefits. This means that an organization which successfully manages the total quality management will have fewer risks. However, the concept is itself contradictory as it is stated from Mohammad Mosadeghrad (2014) that TQM offers more risks or negative outcome than the benefits. There are ample of theoretical concepts that help to understand TQM like the Deming’s theory of total quality management. Deming’s theory is based on four important points which are as follows (Nair and Choudhary 2016):
System Appreciation- The point covers how different process takes place in a specific organization.
Variation Knowledge- According to the theory, the management needs to have an idea of how the variations have produced. They also need to know what possible reasons have caused this to happen.
Knowledge Theory- The management needs to know the existing knowledge base and it also needs to know that what are all the knowledge that is feasible to organizational resources.
Psychology Knowledge- The theory further gives emphasis on the human behavior which means the management needs to have an idea of how their employees are and what all they are capable of.
In the light of the concept presented by Deming’s Theory of Total Quality Management, this can be said that an organization needs to know the different perspectives as it is mentioned by Deming in its theory, in order to get the maximize benefits from implementing TQM in the organizational system (Izogo and Ogba 2015).
Quality Management Systems-
There can be instances of quality management systems implementation in Etisalat in past; however, in this assignment, one of such implementations are being evaluated based on the audit results by Sun Microsystems auditors. Internet service is one of the main sections of business in the Etisalat Company. It is known as one of the internet hubs in the Middle East countries (Abudhabi.ae 2018). However, such recognition had required a certification from renowned body structure for worldwide internet service. In course of the fact, one of such renowned names is the SunTone certification. The certification is widely known for its committed dedication to approve the business performance which is good for the customers (Basuony et al. 2016). Interestingly, Etisalat is the only name in the entire Middle East Countries to receive a certification from SunTone (Basuony et al. 2016). However, the process was not that easier as it took nearly two years for Etisalat to get the approval. It all started from 2005 and the company had received the certification in 2007 after SunTone had performed several audits on the internet service standard of Etisalat (Basuony et al. 2016). Etisalat was then recognized as one of the worlds’ most trusted service providers. The company enhances its internet and customer service level with the help of SunTone certification elements (Basuony et al. 2016).
The auditing conducted from SunTone had assessed the following areas of Etisalat (Khanam, Talib and Siddiqui 2014):
The auditing took a long time before it had certified Etisalat for internet services. They were being able to receive the certification from SunTone; however, they had been instructed to take care of certain areas. The SunTone had indicated that Etisalat needed to improve the implementation of few key areas like the Problem Management (Khanam, Talib and Siddiqui 2014). They had also found that Etisalat uses knowledge base which they are acquainted with. Additionally, Etisalat was being found as working on the identified weak zones. This is evident in a fact that 150 Etisalat staffs were being trained formally in the ITIL disciplines which had been mentioned in the aforesaid section (Khanam, Talib and Siddiqui 2014).
Deming’s Theory of Total Quality Management as stated earlier focuses on few factors during the implementation of a quality management systems. Those few factors are as follows (Liepi?a, Lapi?a and Mazais 2014):
– Knowing the way the company works
– Reasons for variation and its relevant causes
– Knowing the existing knowledge base and also what all are gettable or feasible
– Understanding the human capacity which means the capabilities of staffs
Etisalat had been found as struggling in few areas as identified by SunTone after being certified by the same body. Improving the three critical ITIL principles like Problem Management, Incident Management, and Change Management was being the identified weak areas of Etisalat. According to the auditing report of SunTone, there is a need for Etisalat to consider the aforesaid areas seriously (Khanam, Talib and Siddiqui 2014). In addition to this, Etisalat was also found as weak in service level agreements (SLAs) both for customers and vendor. SunTone had instructed the company to rework in the highlighted areas. SunTone had also found Etisalat putting the immense amount of effort in implementing the mentioned disciplines. They had also found service components and the internal services costing as appropriate. Etisalat had also been found as using a knowledge base for known incidents. However, they had again emphasized on gaining further maturity in ITIL disciplines (Khanam, Talib and Siddiqui 2014).
The implementation process was done by considering a formally trained 150 Etisalat staffs. SunTone had found the automate process as appropriate. They had found the use of HP suite of Change, Incident and Problem-related management tools as satisfied (Basuony et al. 2016). However, SunTone had also noted some high-level issues in regards to the focus that Etisalat has on ISO20000 (). As per the audit report, Etisalat needs to put additional cares on considering a transition to ISO20000. It should also be taken into consideration by Etisalat in order to attain an efficient degree of Service Level Agreements (SLA’s) and Operational Level Agreements (OLA’s) (Basuony et al. 2016).
According to Deming’s Theory of Total Quality Management, four factors need to be fulfilled in order to implement a total quality management system in an organization. One of the four factors is to understand the way company works (Alias 2014). As per the report submitted from SunTone, Etisalat has the knowledge of their style of working and also they are in control while facilitating their different processes. However, the company had been instructed to take extra care to gain further maturity in ITIL disciplines (Alias 2014). The next factor of the theory is to know the orientation of variation and its probable causes. The audit report from SunTone had confirmed that Etisalat has adequate knowledge of ‘Incident’, ‘Change’ and ‘Problem’ related management tools (Tseng 2016). The third factor is knowledge theory which raises the importance of existing knowledge base and also an addition to it up to the feasible limit. As again confirmed by the audit report, Etisalat is capable of using knowledge base that is being developed based on known incidents (Tseng 2016). The last factor of the Deming’s Theory is related to human behavior. In other words, it also means a proper utilization of manpower. The report submitted from SunTone based on successive auditing during the period 2005-07, it has claimed that Etisalat has effectively used its human resources. The auditing report has found that 150 staffs of Etisalat were being formally trained on ITIL principles which mean they have the real set of a workforce who can help to drive a notable management process related to change, problem and incident (Ololube, Agbor and Agabi 2017).
The implementation method that Etisalat had followed to implement the quality management systems was attaining a certification from SunTone. SunTone is known for supporting quality standard for customer service at the global level. It is very challenging to get certified by SunTone. In fact, Etisalat is the only Middle East telecommunication company to receive the certification from SunTone. However, the certification has also identified a few areas of improvement for Etisalat. Etisalat has been encouraged from SunTone that the company should also consider a transition to ISO20000. This is required to further the quality management systems in Etisalat (Basuony et al. 2016).
The certification was hard fought by Etisalat until it was attained by Etisalat in 2007. The implementation of a certified quality management system from SunTone took two long years to happen. In the mentioned period, Etisalat had to go through successive auditing events (Basuony et al. 2016). The several auditing sessions were itself a kind of challenge to the company. The auditing was being conducted on several factors like change, incident and problem management, the knowledge management systems and others. Experiencing a number of successive auditing in two years was not less than a pressure. Etisalat had performed really well to get certified which is also evident from 150 staffs that went for formal training. It was being confirmed from SunTone that staffs were formally trained on different expertise. However, they had indicated towards a fact that Etisalat needs to look for a transition to ISO20000 (Basuony et al. 2016).
This means that the implementation process had also raised the bar for another quality management systems, so that, the company could be in better position to offer a much-improved service to its customer. Etisalat had also faced difficulties while implementing the Incident and Change management. As according to SunTone, Etisalat needs to focus much on Change and Incident management. They have been judged less effective in both regards which is why they have been recommended to go for ISO20000 certification. This had been suggested by SunTone, so that, Etisalat could improve its organizational capability in terms of recommended ITIL principles (Basuony et al. 2016).
The difficulties that had been highlighted in the audit results were mostly related to ISO20000 certification. Etisalat has been judged effective in few regards like appropriate costing of internet services, service level agreements (both vendor and customer). Some of the difficulties were being mitigated after Etisalat being certified from SunTone. Etisalat had managed to mitigate the challenges by effectively deploying a correct set of service-related cost and a proper utilization of organizational resources like the staffs (Moges Belay et al. 2014). It had also been appreciated from the auditing firm SunTone. The firm had used a formally trained 150 staffs to implement the quality management systems. The strategy had helped Etisalat to facilitate an effective change and incident management which also being appreciated in the auditing results (Moges Belay et al. 2014).
Additionally, Etisalat was also able to identify its existing knowledge base and the further requirements for future. The auditing firm had also appreciated their awareness with the knowledge base. Etisalat had used its knowledge base in an effective way which was also being identified in the successive auditing done by SunTone. It was an appropriate utilization of trained workforce and a competent knowledge base which have resulted in a good cause (Digalwar, Haridas and Joseph 2014). The outcome was a high standard customer service which was also being utilized during the successive organizational based auditing.
The effective use of knowledge base, staff utilization and the management of a few part of ITIL principles had helped the company to mitigate the few of the challenges addressed by the auditing firm SunTone (Yeo, Thai and Roh 2015). Despite some good achievement, the attention was also being drawn towards few loopholes which had been identified in successive auditing. The auditing firm SunTone had recommended a few of the strategies which will be found later in the recommendation section of this assignment. However, some of the recommendations are related to ITIL and SLA. There is a need to put a further notice on ITIL principles. Additionally, service level agreements (SLA) are also required with customers.
Conclusion:
To conclude, this can be said that Etisalat had to work hard to get the certification from SunTone which is necessary to implement the quality management systems at the organizational level. They had to wait for two long years before they were being certified by the globally famous auditing firm “SunTone”. Successive auditing had been conducted for the entire two years and during the time period; Etisalat had to work hard in order to get everything at the most appropriate place. Their hard work had paid off at last; however, they were left with few recommendations for future as well. One of such recommendations is considering ISO20000 certification also. The necessity of transition was felt because SunTone had identified the few areas which need the improvement. One of those areas is the parts of ITIL principles. On being judged by the Deming’s Theory of Total Quality Management, Etisalat was found as fulfilling every single requirement of the theory with little exceptions to it. Those few exceptions were like putting an emphasized focus on ITIL principles. Etisalat was being found as good in ITIL principles except for the problem management area. This was also one of the factors which encouraged SunTone for recommending ways for further improvement to Etisalat. This can be said that the quality management systems at Etisalat are of world-class quality as recognized from SunTone. The implementation of the few suggested ways by SunTone will help the company script some more successes.
Based on the quality management auditing by SunTone, following recommendations can be made for better utilization of quality management systems:
There is a need to take up the SLAs (service level agreements) with customers, so that, the standard of customer service could be further improved. Nevertheless, customer service standard is a key to success.
There is also a need to build up the process of incident and coordination management between the different sections of internet operations. This can be done with the help of an operational level agreement (OLA), so that, service level agreement (SLA) could be attained.
There is also a further requirement for ITIL management related responsibilities like Service Level Management, Data Center Management, Capacity Management, Service Desk Management, Configuration Management and working hard to earn ISO20000 Certification.
References:
Abudhabi.ae. 2018. Emirates Telecommunications Corporation (Etisalat). [online] Available at: https://www.abudhabi.ae/portal/public/en/departments/etisalat;jsessionid=vk7_5ZuHzV2-YTzSUFYyEBvziR3tol83Ev02PIr5iRz2VDpNgXgo!-1976634115!-1020565931!1520416693127 [Accessed 7 Mar. 2018].
Alias, Z., Zawawi, E.M.A., Yusof, K. and Aris, N.M., 2014. Determining critical success factors of project management practice: A conceptual framework. Procedia-Social and Behavioral Sciences, 153, pp.61-69.
Basuony, M.A., Mohamed, E.K., Hussain, M.M. and Marie, O.K., 2016. Board characteristics, ownership structure and audit report lag in the Middle East. International Journal of Corporate Governance, 7(2), pp.180-205.
Digalwar, A.K., Haridas, P. and Joseph, I.N., 2014. Development and validation of quality management constructs for software industries: an empirical investigation from India. International Journal of Services and Operations Management, 17(4), pp.453-478.
Izogo, E.E. and Ogba, I.E., 2015. Service quality, customer satisfaction and loyalty in automobile repair services sector. International Journal of Quality & Reliability Management, 32(3), pp.250-269.
Khanam, S., Talib, F. and Siddiqui, J., 2014. A review of TQM and IT research in the ICT industry: an agenda for future. International Journal of information and computer science, 3(1), pp.64-84.
Liepi?a, R., Lapi?a, I. and Mazais, J., 2014. Contemporary issues of quality management: relationship between conformity assessment and quality management. Procedia-Social and Behavioral Sciences, 110, pp.627-637.
Moges Belay, A., Moges Kasie, F., Helo, P., Takala, J. and J. Powell, D., 2014. Adoption of quality management practices: an investigation of its relationship with labor productivity for labor-intensive manufacturing companies. Benchmarking: An International Journal, 21(1), pp.77-100.
Mohammad Mosadeghrad, A., 2014. Essentials of total quality management: a meta-analysis. International journal of health care quality assurance, 27(6), pp.544-558.
Nair, G.K. and Choudhary, N., 2016. Influence of critical success factors of total quality management on financial and non-financial performance of hospitality industry: an empirical study. International Journal of Productivity and Quality Management, 17(4), pp.409-436.
Ololube, N.P., Agbor, C.N. and Agabi, C.O., 2017. Effective leadership and management in universities through quality management models. Innovation and Shifting Perspectives in Management Education, pp.224-245.
Tseng, S.M., 2016. Knowledge management capability, customer relationship management, and service quality. Journal of enterprise information management, 29(2), pp.202-221.
Yeo, G.T., Thai, V.V. and Roh, S.Y., 2015. An analysis of port service quality and customer satisfaction: The case of Korean container ports. The Asian Journal of Shipping and Logistics, 31(4), pp.437-447.
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