ManagingQuality in Development
Inthe modern business world, competition has continued to increase withevery organization focusing on attracting and maintaining more andmore people. This has in turn led to the growing focus on thecustomer and people satisfaction with the goods and services beingoffered. In return, the issue of quality services has become anunavoidable factor when dealing with people. Demand for qualityservices has not been a focus for the business world, but also in thehumanitarian related programs. In the last couple of years, there hasbeen an increased focus on the quality of services withinhumanitarian related organization or initiatives (InternationalFederation of Red Cross and Red Crescent Societies, 2016). This iswhereby varying strategies have been devised within the humanitarianrelief as well as the developmental sector with an aim of improvingthe quality of the services offered. In a nutshell, qualitymanagement is an approach that ensures that an organization,individual, business establishment as well as product and servicesare consistent (CHSAlliance, 2016). This initiative is made up offour key initiatives which entail: planning, assurance, control andimprovement.
Thegrowing initiative to promote human welfare has led to increasedNon-Governmental-Organizations (NGOs) focusing their initiativetowards human welfare. This has, in turn, led to the invention ofquality management measures and programs which have been focused onthe provision of quality services to the people. With the main focusof a humanitarian response being to protect life, health as well asensure respect for human beings, it, in turn, demands a qualityresponse in order to ensure quality and effective response to anysituation demanding humanitarian action. With a focus on quality,different strategies have been established to ensure top qualitytowards humanitarian services (Nigam, 2005, The Sphere Project,2016). Ranging from a code of ethics, rules, and regulation as wellas set standards by the NGOs, there has been a wider concern for thequality of response given. On the other hand, the increase in demandfor quality services has also led to more and more humanitarianorganizations focusing on quality services. This paper focuses on howan NGO responding to a humanitarian emergency may use such initiativeto maintain the quality of its response at the required level(Peris-Ortiz et al, 2015).
ThesisStatement:Quality initiatives are key for humanitarian NGOs, and developmentsector. Every international NGO should adopt the initiative foreffective quality response.
Thereare different international NGOs which focus their services tohumanely care. This has, in turn, led to the invention ofinternational rules and regulations which must be achieved by anorganization in order to be recognized, humanitarian responder.Within the humanitarian docket, initiatives have been establishedrules set ad standards set in order to ensure quality responses fromany responding NGO or government. One of the major user applicationof the initiative’s towards relishing a quality response by theinternational is through the establishment mission and visionfocusing on quality humanitarian services (Paraschivescu, 2015). Inother words, the initiative such as the case of Core HumanitarianStandards helps the NGO towards the realization of core standards asdemanded by the humanitarian response. More so, this helps an NGO tokeep its focus on quality services to the people. With theestablishment of law and regulations and standards which an NGO oughtto attain before being internationally recognized, the NGO has beenforced to maintain a key focus on quality services/response henceimproving their humanitarian response (ArgüDen, 2011). In summary,these initiatives ensure an organization (NGO) focuses on effectiveplanning, assurance, control and improvement of their humanitarianfocused services. This is due to the fact that, the initiatives set,not only focuses on quality products and services offered, but alsothe means through which they are achieved (Blecken, 2010, pp. 102).
Theestablishment of internationally recognized rules and regulationsconcerning the functionality of NGOs, initiatives such as the onesset by a code of “Conduct for the International Red Cross and RedCrescent Movement and NGOs in Disaster Relief” was established uponthe agreement between the 8 world’s largest disaster responseorganizations in the summer of 1994. This code of conduct has been atthe forefront in shaping and setting professional codes as well asprinciples through which all incoming humanitarian establishmentsmust adhere to hen they work towards any repose to disaster (Reich &Paz, 2008, pp. 256, Morris & Ogden, 2011 pp. 103). Additionally,the conduct of conduct that is established defines the relationshipthat ought to exist between the every humanitarian Organization, withthe host government, donors and the UN system of humanitarianresponse (Matias & Coelho, 2002, pp. 3860). With theestablishment of such strong and globally accepted initiatives, thefocus has been on the quality of services being offered by NGOstowards humanitarian response. This, in turn, has resulted in qualitymaintenance within the organizations and response. In terms ofquality management, the setting off and code of conduct brings outthe much-needed quality and people management hence turning an NGO tobe committed to improving development and humanitarian work throughthe application of the set standards (Jamaluddin, Razali &Mustafa, 2015, pp. 498).
Inaddition to setting the rules and regulations, the initiatives offertraining and guidance on how to achieve the best level in terms ofquality management. When an international NGO is responding to aresponse, the initiates and standards set focus on the establishmentand management of quality towards humanitarian response. Theinitiatives such as ‘CSAlliance’helps in stimulating the learning process, hence leading to acontinuous improvement which contributes to organizationaleffectiveness in both its management and operation initiatives(Hussain, Russell & Haddad, 2014, pp. 216). Quality improvementand management within an organization may refer to the process ofmaximizing the NGOs value which it adds to people’s lives throughthe humanitarian initiatives. With many organizations established onthe basis of helping people, the initiatives help the organization tobe technically strong in terms of management and servicesdeliverance. Moreover, the establishment of the initiatives helps inestablishing collaborations. In the humanitarian sector andfunctioning of NGOs, one of the greatest opportunity in reference toimproving quality and the NGOs impact is found throughcollaborations. With regard to how NGOs used to work in terms of themanagement framework, there was no collaboration (Ivanović &Antić, Z 2011, pp. 102). This, in turn, led to an organizationfocusing internally and emphasizes more on supply-driven approachtowards humanitarian responses. However, with the modern developmentof integrated NGOs code of conduct, there has been a focus oncollaborations, hence a breakthrough in the creation of a managementframework which focuses on externally, demand-driven approach, whichin turn helped revolutionize how NGO respond to disaster with qualitybeing a factor on focus (Jain, 1992, Suganthi & Samuel, 2006).
Oneof the major focuses on quality development, and management withinorganizations is the focus on effective evaluation methods whichenables to have an effective measure of how effective an organizationis in terms of service delivery. Focusing on the case ofinternational NGOs, in order to ensure quality responses every time,they’re different set guidelines for NGOs to evaluate themselves.The set global initiatives have established five pillars which wouldbe ideal for quality planning, and management within an NGO. One ofthe measures is the Feedback. NGOs can evaluate their performancethrough the developed ways to hear from people about theirprofessionalism, response to the disaster, and how well NGOscontributes to changes. Another key pillar that helps towards qualitymanagement in NGOs is dialogues, transparency, resource managementand verification (Ebrahimi & Sadeghi, 2013, pp. 5630).
Thequality of response is also defined by the basis in which the NGO isestablished. Through the initiatives, the NGO are demanded toestablish documentation, implement and also maintain qualitymanagement systems in their management. This helps to maintain aswell as improve the organization standards which also helps improvethe quality of the organization response initiative towardshumanitarian initiatives (Boughzala & de Vreede 2015, pp 145).Through the globally set initiatives, the NGOs are set to establishmechanisms which would ensure they are functioning in accordance withthe set laws and regulations governing not only the NGOs but also intheir operation and service delivery. Additionally, the enactment ofthe initiative is a factor towards the realization and practice ofprofessionalism within the NGO organizations. This will ensure thedevelopment of, and growth of professional practice within NGOs whichwould be more relevant, effective as well as being efficient towardsthe realization of human dimension through the practice. More so, theinitiatives help in molding, professional humanitarians, as theirdecisions and actions affect many lives and in different ways. Thishas in turn led to improved quality, of, service delivery to thepeople (Czajkowska & Stasiak-Betlejewska, 2015, pp 228). Today,humanitarian NGOs have a host of standards as well as tools that areused towards the support of principled and effective aid, andfocusing on added value of NGOs as humanitarian actors.
Humanitarianemergencies have continued to face people globally. It poses acritical threat to people’s health, safety, and well-being of anentire community. Provision of an effective and long-term solutionfor any humanitarian emergency is the main focus of every NGO thatfocuses on improving people’s lives (Goel, 2004). This, in turn,calls for effective planning. Quality planning is one key initiativethat contributes towards the definition of the products delivered,the effort required as well as quality responsibilities of theinvolved parties. The initiative, in turn, helps in the establishmentof an effective strategic plan within the NGO, which is an ideal tooltowards the effective achievement of goals and objectives (Eftekhar,2015, pp. 450).The initiatives finally help towards the realization of effectivemeasures and certification process which helps towards theachievement of an organization goals and objectives.
Inaddition to helping the NGO towards the realization of effectivemanagement and achievement of their objectives, quality initiativesalso help the NGOs navigate through challenges. One of the majorbenefits is the ability to manage change. Through the initiatives, anorganization has the ability to develop effective change managementskills, which in turn helps in the delivery of quality services tothe people. Through the initiatives, there is well defined qualitymanagement training, problem-solving, determining the cost of qualitywhich all contributes towards the realization of goals and objectivesset by an organization (Dale, Wiele & Iwaarden, 2013. Sreenivasan& Narayana, 1996). On the other hand, the quality controlsmeasures help in identifying and eliminating unsatisfactory cases ofperformance within an NGO. With the effective implementation ofquality management strategies, and initiatives, the NGO stands tobenefit from a host of merits from the process. One of the majorbenefits is the ability by an NGO to achieve their objectives,increased customer satisfaction, ability to implement the bestpractices towards the humanitarian functions (Barrat, 2014 pp. 49).Finally, the NGO benefits from increased accountability of resources,and employee satisfaction.
Inconclusion, the increased focus on quality delivery of both servicesand good within organizations has led to the development ofstrategies and measures to ensure quality delivery of responses incase disaster occurrences. Focusing on the case of NGOs, theestablishment of internationally recognized movements such as:“humanitarianpractice networks, ‘core humanitarian standard’, ‘CHSAlliance’,and theInternationalRed Cross and Red Crescent Movement and NGOs in Disaster Reliefamong others, has been a positive development towards the realizationof effective quality achievement and delivery in terms of responses.The initiatives help in forming laws governing NGO management, rulesand regulation and code of ethics which every global organizationought to achieve and maintain so as to maintain quality responses.Finally, quality management strategy has been key towards therealization of the totality of features as well as assignedcharacteristics of an organization, person product or service. Withthe effectiveness of humanitarian organizations being evaluated onthe basis response offered, the implementation of quality managementinitiatives plays a key role towards the achievement of effective andquality responses.
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