(http://www.anametrica.com/Com_OrgExcel.htm).
As Oakland said "Within each and every department of the organisation at all levels starting at the top, basic changes in attitude will be required for organisation excellence" (Oakland.J.S. Total Organisation Excellence, p6). Thus organisation excellence is not related with core concepts of the organisation, but with the changing in attitudes and skills which acts as the prevention for failure in the operation of any organisation. .
During the 1970's industry evolved from quality control to quality assurance and afterwards to total quality management. this new approach was defined as International standards Organisation which provided a background to achieve quality targets established by companies. Thus organisations started focusing more and more on satisfying customer needs and wants and produced goods and services according to their requirements. The new concept of total quality management was based on criteria related to management improvements and organisation success. The total quality management was divided into three models. the first was 'The Deming Model' which was only used in Japan. 'The Malcom Baldrige Model widely used in USA emphasised on the client satisfaction, but was based on competitive structure and market environment. Third model which is known as 'The excellence model of European Foundation for Quality Management ' helps organisations to measure their path towards excellence. This is the most popular model used as it emphasizes on the idea of self assessment and identification of strengths and weakness of any organisation. The other models that are used in achieving organisation excellence were the ISO 9000:2000 which is a "series of guidelines as to what is required of the quality system" (Kevin, N., Hospitality Organisation Excellence). It is useful in attaining excellence as it controls quality, saves money and help organisations to attain standards that are recognised throughout the world.
