Today, organizations and enterprises, in keeping with changes in the needs of their stakeholders, are required to accept changes as well as to respond quickly to it and adapt themselves to the conditions imposed. Therefore, organizations that plan their strategic goals based on the achievement of sustainable and excellence, should direct their activities and spend their resources to achieve the desired outcomes of their strategic goals from the perspective of all stakeholders.
In other words, organizations, regardless of which industry they operate or in what structure or maturity, need sustained improvement and sustained success in order to achieve sustainable success and promote satisfaction of all stakeholders. On the other hand, in order to systematically move towards universal excellence, organizations must use organizational excellence models. One of the most prominent models is Iran′s national quality assessment model.
The national quality assessment model of Iran is a non-existent model, which means that there is no compulsion or obligation to implement the guidelines in the model. In other words, this model is used to improve the quality of products by utilizing its own employees, not in dealing with them and by others. By applying the national quality assessment model of Iran in the organization, all activities related to the products and services of the organization are examined from the quality management aspect and the areas of improvement are identified and these spaces are planned in the form of executive projects, to be implemented prioritized.
The national quality assessment model of Iran to move towards institutionalizing the culture of continuous improvement in the organization suggests the process of self-assessment. By using this process, the organization can also compare its performance with other organizations, especially with the best ones, while evaluating their success rate in executing improvement programs at different time points.
Leading organizations who understand the necessity of moving on the path to sustainable development and excellence, are not stopped by self-assessment and determination of recovery projects, and have a far greater responsibility for maintaining excellence and institutionalizing a culture of excellence in the organization. In the meantime, participation in the awards, despite the fact that they are not regarded as the most important goal on the path to excellence of these organizations, is a motivating and regulating factor for self-evaluation and movement towards sustained success and excellence.
Meanwhile, the will of that set for planning the path of excellence reflects the deep understanding of the leaders of the collection, indicating the group′s determination to continue to improve. The present proposal reflects the range of actions that should be taken into consideration for the effective planning of this route.