UNIVERSITY OF DERBY AN ASSESSMENT OF EXCELLENCE Abdalla Abdelrahman Yousif Ali ...

420 Pages·2014·26.93 MB·English

UNIVERSITY OF DERBY
AN ASSESSMENT OF EXCELLENCE
IN FORMULATING STRATEGIC PLAN:
CASE STUDY OF DUBAI GOVERNEMENT 'S STRATEGIC PLAN
UNITED ARAB EMIRATES.
Abdalla Abdelrahman Yousif Ali Bin Sultan
2012
Doctor Of Philosophy
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Thesis Title: An assessment of excellence in formulating strategic plan: a
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case study of Dubai government's strategic plan United Arab Emirates
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Author: Abdalla Abdelrahman Yousif Bin Sultan
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Date: 2012
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Table ofContents
TABLE OFCONTENTS 1
TABLES: Vll
GLOSSARY OFTERMS AND ABBREVIATIONS IX
ABSTRACT XI
DEDICATION XII
ACKNOWLEDGEMENTS XIII
1. CHAPTER ONE INTRODUCTION TOTHE RESEARCH 1
1.0 INTRODUCTION I
I.I SETTING OFTIlE RESEARCH 4
1.2 SCOPE ANDLIMITATION OFTHE STUDY 6
1.3 SIGNIFICANCE OFTHESTUDY 6
I.4 IMPORTANCE OFTIlE STUDY 7
I.S RATIONALE FORTIlE STUDY 8
1.6 THE MAIN CoLTURAL INFLUENCES ON DUBAI STRATEGY 10
1.7 RESEARCHOUTLINE 12
1.7. 1 Research Aim /2
1.7.2 Research Objectives ,/3
1.7.3 Research Questions ······.·········.·,·/3
1.7.4 Contribution to Knowledge /4
1.8 REsEARCH ORIGINALITY IS
1.9 STAGES OFTIlE REsEARCH IS
1.9.1 Stage one: Literature Review · · /5
1.9.2 Stage two: Research Methodology J6
1.9.3 Stage three: Data Analysis /6
1.9.4 Stage four: Discussion of Findings · /6
1.9.5 Stage five: Conclusion and Recommendations 17
2. CHAPTER TWO LITERATURE REVlEW 18
2.0 INTRODUCTION ..................................................................................... 18
2.1 TOTAL QUALITY MANAGEMENT · ·· ·..·..·..···..···..··· 19
2.1.1 Introduction 19
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2.1.4 Quality Assessment and Strategic Plan Formulation Process 23
2.1.5 Business Excellence Award Models as a Contemporary Assessment Approach 30
2.1.6 Critical Analysis of Self-assessment Business Excellence Awards .45
2.1.7 Business Excellence Model adoption Success and Failure .47
2.1.8 Hoshin Kanri Model and Continuous Improvement Models 49
2.1.9 Self-Assessment of Strategic Plan Formulation Process in Police Force 52
2.1.10 Conclusion Of Part One.......................................................... 58
2.2 THE IMPLICATIONS OF ORGANIZATIONAL CULTURE ON STRATEGIC PLAN FORMULATION
PROCESS S9
2.2.1 Introduction 59
2.2.2 Organizational Cufture 61
2.2.3 The Impact of Arab and Islamic Cultural Values on the Strategic Planning
Formulation Process 64
2.2.4 Strategic Plan Formulation Process 72
2.2.5 Barriers ToStrategic Plan Formulation Process From the Quality Perspective 78
2.2.6 Barriers to StrategiC Plan Formulation Process in the Police Force 89
2.2.7 Conclusion of Part Two......................................................................... . 91
2.3 SUMMARYOFTHEKEy THEMEs ANDCRITICAL ANALYSIS 91
3. CHAPTER THREE RESEARCH METHODOLOGY 96
3.0 INTRODUCTION 96
3.1 DEFINITIONOFRESEARCH METHODOLOGY 96
3.2 PuRPoSE OFTHEREsEARCH 97
3.3 REsEARCH PHILOSOPHY 97
3.4 POSITMST APPROACHES 98
3.5 PHENOMENOLOGICALAPPROACHES 98
3.6 COMPARINGTIiE Two APPROACHES 98
3.7 JUSTIFICATIONFORCHOOSING PHENOMENOLOGYASTHERESEARCH PHILOSOPHY 102
3.8 RESEARCH APPROACH 103
3.9 REsEARCHDESIGNANDSTRATEGY 104
3.10 NUMBEROFCASE STUDIES 107
3.11 JUSTIFICATIONFORUSINGTHECASESTUDYSTRATEGY 107
3.12 CRITERIAFORANDSTAGESOFTHECASE STUDYAPPROACH 108
3.13 INSTRUMENTSOFTHERESEARCH: DATAGATHERING 109
3.13.1 Interviews 111
3.13.2 Focus Groups ·..· · 112
3.13.3 Individual Versus Focus Group Interviewing and Surveys....... .. 113
3.13.4 Justification for Choosing Semi-Structured Interviews.............. .. 115
3.13.5 The Interview Protocol Structure......... 117
II
3.14 DocUMENTATION 120
3.15 DIRECTOBSERVATION 121
3.16 CONDUCTINGTHEPILOTSTUDY;GATHERINGANDANALYSING DATA 121
3.17 CONDUCTINGTHEFuLL CASESTUDIES 122
3.18 VALIDITY AND RELIABILITY OFTHEDATA 124
3.19 GATHERINGAND ANALYSING DATA 126
3.20 LIMITATIONS OFTHERESEARCHAPPROACH 129
3.21 CHAPTERSUMMARY 130
4. CHAPTER FOUR: UAE AND DUBAI FACING THE CHALLENGES .••..•.•..•.•.............•....•..........••.1.•31
4.0 INTRODUCTION 132
4.1 UAEANDDUBAICULTURE 132
4.2 CHALLENGESFACINGUNITED ARAB EMIRATESAND DUBAI.. 134
4.2.1 Emiratisation And Population 1m-Balance (Culture Diversity) 135
4.2.2 Human Rights In the UAE and Dubai 138
4.2.3 Dubai Economy And StrategiC Plan At a Glance 141
4.2.4 The History OfDubai Strategic Plan (1956-2015} 145
4.3 DUBAIPOLICE HISTORYAND STRATEGYPLAN(1956-2015) 153
4.3.1 The History ofDubai Police 153
4.3.2 Dubai Police Strategic Plan 155
4.4 CASESTUDYDEPARTMENTS 156
4.4.1 Dubai Case Study 156
4.4.2 The External Benchmarking Case Studies 158
4.5 CHAPTERSUMMARY 161
5. CHAPTER FIVE RESEARCH RESULTS 161
5.0 INTRODUCTION 162
5.1 BUILDING CASESTUDY 162
5.2 INTERVIEWRESULTS 165
5.3 PART ONE RADAR OFSTRATEGICPLANFORMULATION PROCESS 167
5.3.1 Reason and the Formulation Process ofthe Dubai Govemement Strategic Plan 167
5.3.2 The Awareness and Understanding of Benefit of RADAR Self-Assessment
Quality Tool ToAssess the SPFP 174
5.3.3 Benefit of RADAR Self-Assessment Quality Tool and Policy Excellence Criteria
Relate toDubsi Culture Aspects 176
5.3.4 Examining RADAR Self-Assessment Tool toAssess the SPFP 180
III
5.4 PART Two: ORGANISATIONAL CULTURE FACTORS AND BARRIERS AFFECTING THE SPFP
RELATING TO DUBAI CULTURE ASPECTS 226
5.4.1 Align Employees From Different Cultures ToFormulate Dubai Strategy 226
5.4.2 Organizational Culture Factors . 229
5.4.3 Barriers to Strategic Plan Formulation Process in Dubai.. 240
5.4.4 Arab and Islamic Factors Affecting Strategic Plan Formulation Process 241
5.5 FINDINGS OF DOCUMENTARY ANALYSIS 247
5.5.1 Description of Documents ..
5.5.2 Documents Analysis ... ..................................... 249
5.6 EXPECTATION CONTRIBUTION TO THE KNOWLEDGE FROM THE CASE STUDIES FINDING
RESULTS 255
5.7 CHAPTER SUMMARY 256
5.7.1 Conclusion from Part One... ...............257
5.7.2 Conclusion from Part Two... ..260
6. CHAPTER SIX DISCUSSION OF FINDINGS 264
6.0 INTRODUCTION 264
6.1 ISSUES RELATED TOTHE RADAR SELF-ASSESSMENT OF THE SPFP 265
6.1.1 Reason and the Formulation Process ofDubai Govemement Strategic Plan ... ..265
6.1.2 Benefit of RADAR Seff-Assessment Quality Tool and the Strategy and Policy
Excellence Criteria Relating toDubai Culture Aspects.......... . . . 270
6.1.3 Discussion the Examination ofRADAR Self-Assessment toAssess the SPFP .. . 271
6.2 PART Two: DISCUSSION ON ORGANISATIONAL CULTURE FACTORS AND BARRIERS AFFECTING
THE SPFP 282
6.2.1 Discussion on How To Align Employees from Different Cultures to Formulate
Dubai Strategy.. . 282
6.2.2 Discussion on the Organisational Culture Factors.... 283
6.2.3 Barriers tothe Strategic Plan Formulation Process; 286
6.2.4 Overcome Barriers tothe SPFP.. .....................293
6.2.5 Islamic And Arabic Culture Factors ..295
6.3 PART THREE: THE DEVELOPMENT OFACONCEPTUAL MODEL FRAMEWORK 304
6.3.1 The Conceptual Framework Structure
6.4 LIMITATION OFTHE RESEARCH 310
6.5 CHAPTER SUMMARY 312
7 CHAPTER SEVEN CONCLUSION AND RECOMMEDNDATIONS 314
7.0 INTRODUCTION 314
7.1 FULFILLING THE AIM AND OBJECTIVES, AND ANSWERING THE RESEARCH QUESTIONS 315
7.2 SUMMARY OF LITERATURE REVIEW 316
IV
7.3 SUMMARY OFMETHODOLOGY 317
7.4 CONCLUSION 318
7.4.1 Summary ofStatement Findings ... ................................................... 318
7.5 CONTRIBUTION TOTHE KNOWLEDGE 321
7.5.1 Building a New RADAR Tool For The UAEs And Dubai's Culture .. . 322
7.5.2 Assessing Policy and Strategy Excellence Criteria for the Government
Department Level... . 323
7.5.3 Adding aNew Criterion for Assessing Police Strategy Formulation Process 324
7.5.4 Designing New Areas In The SWOT And PESTEL Analysis of Policing
Organization .. .. 326
7.6 THE RESEARCH ORIGINALITY 327
7.7 RECOMMENDATIONS FOR FUTURE RESEARCH 330
APPENDICES .........................................................................••..........................................................................3.71
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FIGURES:
FIGURE1-1: RADAR SELF-ASSESSMENT OFTHETHREESTRATEGICLEVEL 12
FIGURE1-2 STRUCTUREOFTHERESEARCHSTAGES 17
FIGURE2-1 THEQUALITYJOURNEY 21
FIGURE2-2 STRATEGIC CONTROL PROCESS, (SHARIF, 2005) 26
FIGURE2-3 SHOWSTHATTHEREAREFOURTYPESOFSTRATEGYANDOPERATIONCONTROL 28
FIGURE2-4 DUBAIEXCELLENCEMODEL 39
FIGURE2-5 RADAR STAGES 44
FIGURE2-6 EXCELLECE AWARD COMPARISON CRITERIA (HAKES, 1996) 47
FIGURE2-7 HOSHIN KANRI MODEL 50
FIGURE2-8 CONTINUOUS MEASUREMENTS AND IMPROVEMENT OF SERVICE QUALITY
MODEL 51
FIGURE2-9 THE LONG RANGE PLANNING PROCESS 56
FIGURE2-10 MONTANA SECURITY SYSTEM 57
FIGURE2-11 CULTURALLEVELS 63
FIGURE 2-12 THE IMPORTANT OF STRATEGIC PLAN IN THE UK GOVERNEMNT
DEPARTMENTS 90
FIGURE2-13 KEY THEMES OF THE CRITICAL ANALYSIS COLLECTED FROM LITERATURE
REVIEW 93
FIGURE3-1 RESEARCH PROCESS 119
FIGURE4-1 DUBAJEMPLOYEESKILLSLEVELS 136
FIGURE4-2 THE DEVELOPMENT OF QUALITY AND STRATEGY IN DUBAI 149
FIGURE4-3 DUBAJGOVERNEMENT STRATEGICPLANSECTORS 150
FIGURE6-1 RADARISE THE SPFP, ORGANISATIONALCULTUREFACTORS,ARABIC AND ISLAMIC
FACTORS,ANDBARRIERSTOTHESPFP AREOBVIOUSLYINDIFFERENTCOLOURGROUPSFOR
THETHREELEVELS: 309
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TABLES:
TABLE2-1 FOUR QUALITY ASSESSMENT APPROACHES 24
TABLE 2-2 PRIMARY ELEMENTS OF THE THREE QUALITY AWARDS (DEMING PRIZE,
EFQM, AND MBQNA) 34
TABLE2-3 CRITICALFACTORSOFEXCELLENCEAWARDS 35
TABLE2-4 PROPOSED ASSESSMENT REQUIREMENTS .45
TABLE2-5 THEDIFFERENCESBElWEEN POLICEANDOTHERPUBLICSECTORENTITIES 55
TABLE2-6 THE INTERNATIONAL CULTURE VALUES 65
TABLE2-7 THE VALUE AND BEHAVIOURS DIFFERENCE CULTURES 65
TABLE3-1 THE METHODOLOGY APPROACHES, 99
TABLE3-2 THE STRENGTHS AND WEAKNESSES OF RESEARCH PHILOSOPHY IOO
TABLE3-3 THE FEATURES OF QUALITATIVE AND QUANTITATIVE RESEARCH IOI
TABLE 3-4 UNDERLYING ASSUMPTION OF QUALITATIVE AND QUANTITATIVE
PARADIGM 102
TABLE3-5 DEDUCTIVE VS INDUCTIVE 104
TABLE3-6 RESEARCHSTRATEGYANDQUESTIONS 106
TABLE 3-7 THE STRENGTHS AND WEAKNESSES OF THE DATA COLLECTION
INSTRUMENT 110
TABLE3-8INDIVIDUAL VERSUS FOCUS GROUP INTERVIEWING AND SURVEY 113
TABLE3-9 CASESTUDYTACTICS 126
TABLE3-10 RESEARCHQUESTIONSANDMETHODS 131
TABLE4-1 VALUE ORIENTATION OF THE UAE 133
TABLE4-2 UAE POPULATION,DSC, (2010) 137
TABLE4-3 THE DEMOGRAPHIC INDICATORS 137
TABLE4-4 THE OIL AND NON-OIL CONTRIBUTION TO THE GDP 142
TABLE4-5 DUBAI ECONOMIC INDICATORS 143
TABLE4-6 THE SECURITY AND TRAFFIC INDICATORS 155
TABLE5-1 BUILDINGTHECASESTUDYPROCESS 163
TABLE5-2 THETOTALNUMBEROFINTERVIEWEES 166
TABLE 5-3 : STRENGTHSANDWEAKNESSESOFEXCELLENCECRITERIA2/1 FORTHEGOVERNMENT
LEVEL 183
TABLE5-4 STRENGTHSANDWEAKNESSESOFEXCELLENCECRITERIA2/1 FORTHESECURITYLEVEL
.................................................................................................................................................. 187
TABLE 5-5 STRENGTHSANDWEAKNESSESOFEXCELLENCECRITERIA 2/1 FORTHEDUBAI POLICE
LEVEL · 190
TABLE5-6 RADAR SCOREOFPOLICYANDSTRATEGYCRITERIA2/1 191
TABLE 5-7 STRENGTHSANDWEAKNESSESOF ExCELLENCE CRITERIA 2/2 FORTHEGOVERNMENT
LEVEL 194
VII
TABLE 5-8 STRENGTHS AND WEAKNESSES OF EXCELLENCE CRITERIA 2/2 FOR THE SECURITY
SECTORLEVEL 197
TABLE 5-9 STRENGTHS ANDWEAKNESSESS OFEXCELLENCE CRITERIA 2/2 FORTHE DUBAI POLICE
LEVEL 200
TABLE 5-10RADAR SCOREOFPOLICYANDSTRATEGYCRITERIA2/2 20I
TABLE 5-11 STRENGTHS ANDWEAKNESSES OFExCELLENCE CRITERIA 2/3 FORTHE GOVERNMENT
LEVEL 205
TABLE 5-12 STRENGTHS AND WEAKNESSES OF EXCELLENCE CRITERIA 2/3 FOR THE SECURITY
SECTORLEVEL 208
TABLE 5-13 STRENGTHS ANDWEAKNESSES OFEXCELLENCE CRITERIA 2/3 FORTHE DUBAI POLICE
LEVEL 211
TABLE 5-14 RADAR SCORE OFPOLICYANDSTRATEGYCRITERIA 2/3 212
TABLE 5-15 STRENGTHS ANDWEAKNESSES OFEXCELLENCE CRITERIA 2/4 FORTHEGOVERNMENT
LEVEL 215
TABLE 5-16 STRENGTHS AND WEAKNESSES OF EXCELLENCE CRITERIA 2/4 FOR THE SECURITY
SECTORLEVEL. 217
TABLE 5-17THE ExCHANGE BENEFITSOFBENCHMARKINGINASSESSINGTHESPFP 223
TABLE 5-18 STRENGTHS ANDWEAKNESSES OFEXCELLENCE CRITERIA 2/4 FORTHE DUBAI POLICE
LEVEL 224
TABLE 5-19 RADAR SCOREOFPOLICYANDSTRATEGYCRITERIA 2/4 225
TABLE 5-20 ORGANISATIONAL CULTURE FACTORS AFFECTING THE SPFP AT GOVERNMENT,
SECURITYANDDUBAI POLICE LEVELFROMExCELLENCE PERSPECTIVE 240
TABLE 5-21 BARRIERS TOTHE SPFP IDENTIFIEDFROMIMPLEMENTINGRADAR SELF-AsSESSMENT
.................................................................................................................................................. 241
TABLE 5-22 ARABIC AND ISLAMICFACTORS THATAFFECTSTHE SPFP AT GOVERNMENT, SECURITY
ANDDUBAI POLICE LEVELFROMEXCELLENCEPERSPECTIVE 246
TABLE 5-23DESCRIPTION OFDOCUMENTS 248
TABLE 5-24 DUBAI GOVERNEMENT ANDDUBAI POLICESTRATEGIC PLANS, 2007-2015 250
TABLE 5-25 SUMMARY OF INTERVIEWS FINDINGS RESULT BASED ON THE FIRST MAIN KEY THEM
(RADAR) 257
TABLE 5-26 SUMMARY OF INTERVIEWS FINDINGS RESULT BASED ON THE SECOND MAIN KEY
THEMES(ORGANISATIONAL CULTURE,ARABICANDISLAMICCULTURE,ANDBARRIERSTOSPFP)
.................................................................................................................................................. 261
TABLE6-1RADARISE SELF-ASSESSMENT OFTHESPFP 279
TABLE 6-2 CONVERGENCE, DIVERGENCEANDAMBIGUITY OFTHE SELF-ASSESSMENT OFTHE SPFP
.................................................................................................................................................. 313
Table I-I Preventing Police Corruption and Protecting Human Rights Criteria 326
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