The Arab league shares a lot with Total Quality Management (TQM). The principles of TQM are deeply embedded in teamwork and customer focus. Similarly, The League of Arab States brings together Arab nations with the primary purpose of advancing their interests. In as much as the establishment of TQM mainly targeted improving performances in business organizations, its application in non-profit organizations has often led to great success. This paper provides background information on the league and discusses the relevance of TQM in improving the performances of the Arab league.
Background information on the League of Arab States
The Arab League is an international organization consisting of various autonomous states which are Arabic speaking. It was founded in 1945 after the different nation mutually agreed to join hands the organization mainly aims at keeping a cordial relationship between the states within it (Heath-Brown, 2015). It organizes arrangements and advances the interests of individual countries for mutual benefit. Currently, it is composed of 22 nations. Some of the member states include Algeria, Djibouti, Egypt, Lebanon, Tunisia, and Oman. The league helps the countries in advancing the social, financial and political ambitions of its members. For many years, the league has functioned as a gathering where member states share on matters of national and regional concern and solve various disputes among the states. It has also put in place measures to prevent inter-state clashesorder to promote peace among its members.
Traditionally, the league is an embodiment of Pan-Arabism which is the belief in one Arab Homeland and a spirit of nationalism. Due to the strength of its spirit the organization has achieved some of its objectives by winning a variety of treaties. Among them include the Joint Defense and Economic Cooperation Treaty of 1950 and the Draft agreement that was instrumental in inspiring the revolution of the weaponry culture in the Middle East. The deal was signed in 1995 aimed at making the member states countries that are free of weapons of mass destruction. Also, in 1999, the league signed The Arab Agreement that was aimed at combating terrorism in the region.
The league started a dialogue with the EU years ago to promote peace and security between the regions (Mohamedou, 2016). In 2011, the dialogue was heightened, and meetings are regularly conducted since that time. In 2014, there was the Athens Declaration which strategically begun to discuss issues of politics and security as well as management of crisis in the regions. In 2015, the organization signed an MOU with the European External Action Service which has high-level diplomacy between the area and European states. Recently, there have been intensified concerns to secure and stabilize the EU and the league. The two organizations have therefore cooperated to address regional problems such as terrorism especially in Yemen, Libya, and Syria.
Why Total Quality Management was chosen
Originally, Total Quality Management was meant for business organizations. It was founded in 1950 and has been applied by many organizations to improve various aspects that have a bearing on success. Its original aim was to heighten customer satisfaction through the improvement of different elements in such a way that processes are done correctly and waste eradication is applied in defects (Jimoh et al., 2018). The quality management tools in the program become instrumental in improving the quality of goods and services while minimizing wastes and losses. Total quality management became popular in the 1980s and despite its relevance in business organizations; it has also been widely applied in non-profit organizations.
The main reason why I chose TQM is that it rewards teamwork if effectively implemented. The League of Arab States emphasizes as one of its most exceptional values. It is this spirit of teamwork that has brought the nations together and continuously ensures that goals and objectives are met. Because of the commitment to teamwork, the league has managed to maintain cordial relationships with the European Union, and this has led to the signing of various treaties and agreements that have advanced the peace and security agenda in the region.
Secondly, most of its principles can be applied to the Arab league. One of the tenets asserts that the primary aim of organizations is to meet customer needs and fulfill their desires. In the context of non-profit organizations like the Arab league, customers consist of the board, the general public that benefits from its success and the government officials who are stakeholders and therefore interested in the functioning of the organization. With this principle, Total quality management promises a lot of success in its application.
How TQM may enhance the performance of the Arab league
First, Total Quality Management improves organizational innovation (Antunes et al., 2017). Innovation in a non-profit like the Arab league may take different forms. It may be through research in the way the needs of customers can be improved. The league can innovate through research by forming committees that look into how the organization can correctly advance its agendas so the general public may benefit. It may also aim at improving productivity by the minimization of costs. The league often spends on a variety of functions. If costs are minimized, a lot of funds can be saved and channeled towards more productive activities that may benefit the members of the public.
Secondly, it emphasizes on customer focus (Mohammed, 2017). The main reason why the Arab league was formed is to fortify the relationships among the member states. In this context, the customers are the member states whose citizens enjoy the services provided by the league. According to the principles of TQM, organizational strategies should be established as per the needs of the customers. The Arab league can use TQM to get information relating to the feedback from the members of the public and other member states to understand its criticisms and praises. This feedback system can identify various strengths and weaknesses within the league, and this can aid in developing strategic plans. The management can focus on implementing strategies that build on the advantages of the league and minimizes on its weaknesses so that the parties regarded as customers may reap maximum benefits from its functioning.
Lastly, TQM can improve management leadership in the League of Arab States. Management leadership means how an organization’s management drives guidance and supervisory roles to enhance better performances. Within the context of TQM implementation, the management of League of Arab States can focus on providing resources which can aid in staff training so that members of staff in sensitive leadership positions can perform their roles with higher levels of competence.
In conclusion, the league of Arab states has been successful in fulfilling its objectives since its establishment. However, Total Quality management can help in enhancing its performances especially due to its emphasis on customer focus. Its focus on teamwork makes it a highly relevant quality program since the central core value for the league is teamwork.
Antunes, M. G., Quirós, J. T., & Justino, M. D. R. F. (2017). The relationship between innovation and total quality management and the innovation effects on organizational performance. International Journal of Quality & Reliability Management, 34(9), 1474- 1492.
Heath-Brown, N. (2015). League of Arab States. The Statesman’s Yearbook 2016: The Politics, Cultures, and Economies of the World, 73-73.
Jimoh, R., Oyewobi, L., Isa, R., & Waziri, I. (2018). Total quality management practices and organizational performance: the mediating roles of strategies for continuous improvement. International Journal of Construction Management, 1-16.
Mohammed, K. N. (2017). Continuous Improvement Strategies for Nonprofit Organizations.
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Mohamedou, M. M. O. (2016). Arab agency and the UN project: the League of Arab States between universality and regionalism. Third World Quarterly, 37(7), 1219-1233.
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