Due to the developmental approach and other macro-environmental factors in South Africa, welfare organisations are faced with specific challenges and the managers of these organisations are required to meet them. These challenges include aspects like the development and adjustment of the organisation’s policies and strategies, delivering a quality service by following a preventative approach, the integration of the service with other providers forming part of the service delivery process, the sourcing of funding, information management, identification of best practices and eventually ensuring the accountability of the organisation. The total functioning of welfare organisations is therefore influenced by these changes. Managers must not only be able to manage these changes, but also ensure that a quality service is delivered that satisfies all role players. A total quality management framework enables the management of welfare organisations to render a quality service. Total quality management is a holistic management framework including all the elements that determine the functioning of an organisation. The aim of the management approach is to create a culture of improving processes, people, systems, team work and service delivery to satisfy both clients and employees. Although welfare organisations are not profit driven and often function with limited resources, total quality management is recommended in order to ensure that limited resources are optimised, funding is acquired and a quality service is rendered to the needy. The management framework enables managers to eliminate inefficiencies, involve people in decision-making, and encourage individuals and companies to provide funding and to achieve the desired results. Total quality management is based on important principles, but this sometimes fails because these principles are not defined and measured. The excellence model is used as a self-assessment framework for determining to which degree total quality management principles are applied in an organisation and to which extent certain results are achieved. The framework offers best practices in terms of each of the quality principles. This study comprises both a quantitative and a qualitative investigation to determine to what degree these principles are applied in organisations as a regular management tool. Despite the fact that the excellence framework is not formally utilised by welfare organisations, the principles of excellence are indeed applied to a medium to high degree. This study reveals areas receiving limited attention, for example the management of finances, resources, processes and results. The organisations displayed a limited ability to implement excellence due to insufficient resources. A qualitative study was done in order to propose a framework unique to welfare organisations and to enhance the existing excellence framework. Practice guidelines for welfare organisations with regard to the various elements of excellence were investigated. The study resulted in an adapted excellence framework complete with practice guidelines and a self-assessment framework that is to be proposed to welfare organisations. With this framework the study provides the opportunity to give recognition to welfare organisations and individuals who offer excellent service. In addition, it allows organisations still striving for excellence, to continuously improve their service delivery and to satisfy all role players. In organisations striving for service excellence, this aim, based on quality-mindedness, will become part of their service delivery and encourage their clients to live a quality life. / Dr. Emmerentie Oliphant

No description available.

Thesis (Ph. D.)--University of Washington, 1998. / Vita. Includes bibliographical references (leaves [222]-228).

Thesis equivalent (M.P.H.)--University of Michigan, 1947.

Thesis equivalent (M.P.H.)--University of Michigan, 1947.

published_or_final_version / Social Work / Master / Master of Social Work

Thesis (M.S.W.)--University of Hong Kong, 1975. / Typewritten.

Thesis (M.A.)--University of Oregon, 2008. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 297-307). Also available online.

Text in Afrikaans / Die doel van die ondersoek was om 'n beplannings- en beheermodel te ontwikkel en beskikbaar te stel vir benutting deur welsynsorganisasies. Die ondersoek is onderneem binne die konteks van die ontwikkelingsnavorsings- en benuttingsparadigma. Die proses van die ontwikkelingsnavorsingsparadigma verloop volgens 'n analise-, ontwerp-, ontwikkelings-, evaluerings-, benuttings- en verspreidingsfase. Elke fase het ondersoeker in staat gestel om op sistematiese wyse te werk te gaan om 'n beplannings- en beheermodel te ontwerp en om gevolgtrekkings en aanbevelings in die verband te maak. In die analisefase wat 'n teoretiese beskrywing van beplanning en beheer as bestuursfunksies behels het, was dit duidelik dat daar nie 'n beplannings- en beheermodel bestaan wat op welsynsorganisasies van toepassing gemaak kon word nie. Bestaande beplannings- en beheermodelle is ontleed en sleutelkonsepte is ge1dentif iseer met betrekking tot beplanning en beheer as bestuurfunksies. Aan die hand van die sleutelkonsepte is 'n empiriese ondersoek na die stand van beplanning en beheer by agt welsynsorganisasies gedoen. Agt kantoorhoofde, 16 supervisors en 32 maatskaplike werkers was met behulp van 'n onderhoudskedule by die navorsing betrek. Hierdie empiriese ondersoek en die literatuurstudie bet die ondersoeker in staat gestel om in die ontwerpfase 'n beplanningsen Leheermodel te ontwerp wat op welsynsorganisasies van toepassing gemaak kan word. 'n Beplannings- en beheermodel is iii ontwerp wat voorsiening maak vir die uitvoering van take op 'n strategiese-, bestuurs- en operasionele beplannings- en beheervlak. Die model maak voorsiening vir die betrokkenheid van al die personeellede van 'n organisasie in die beplannings- en beheerproses. Die model is vir 'n periode van agt maande by een welsynsorganisasie geYmplementeer en geevalueer. Daar is tot die slotsom gekom dat die beplanning- en beheermodel wel deur welsynsorganisasies benut kan word. Die waarde van die model le daarin dat die gebruik daarvan 'n welsynsorganisasie in staat stel om sy eie strategiese, bestuurs- en operasionele beplannings en beheerplan te kan saamstel. Di t sal 'n welsynsorganisasie in staat stel om proaktief op interne sowel as eksterne omgewingsveranderings te reageer / Social Work / D. Phil. (Maatskaplike werk)

Text in Afrikaans / Die doel van die ondersoek was om 'n beplannings- en beheermodel te ontwikkel en beskikbaar te stel vir benutting deur welsynsorganisasies. Die ondersoek is onderneem binne die konteks van die ontwikkelingsnavorsings- en benuttingsparadigma. Die proses van die ontwikkelingsnavorsingsparadigma verloop volgens 'n analise-, ontwerp-, ontwikkelings-, evaluerings-, benuttings- en verspreidingsfase. Elke fase het ondersoeker in staat gestel om op sistematiese wyse te werk te gaan om 'n beplannings- en beheermodel te ontwerp en om gevolgtrekkings en aanbevelings in die verband te maak. In die analisefase wat 'n teoretiese beskrywing van beplanning en beheer as bestuursfunksies behels het, was dit duidelik dat daar nie 'n beplannings- en beheermodel bestaan wat op welsynsorganisasies van toepassing gemaak kon word nie. Bestaande beplannings- en beheermodelle is ontleed en sleutelkonsepte is ge1dentif iseer met betrekking tot beplanning en beheer as bestuurfunksies. Aan die hand van die sleutelkonsepte is 'n empiriese ondersoek na die stand van beplanning en beheer by agt welsynsorganisasies gedoen. Agt kantoorhoofde, 16 supervisors en 32 maatskaplike werkers was met behulp van 'n onderhoudskedule by die navorsing betrek. Hierdie empiriese ondersoek en die literatuurstudie bet die ondersoeker in staat gestel om in die ontwerpfase 'n beplanningsen Leheermodel te ontwerp wat op welsynsorganisasies van toepassing gemaak kan word. 'n Beplannings- en beheermodel is iii ontwerp wat voorsiening maak vir die uitvoering van take op 'n strategiese-, bestuurs- en operasionele beplannings- en beheervlak. Die model maak voorsiening vir die betrokkenheid van al die personeellede van 'n organisasie in die beplannings- en beheerproses. Die model is vir 'n periode van agt maande by een welsynsorganisasie geYmplementeer en geevalueer. Daar is tot die slotsom gekom dat die beplanning- en beheermodel wel deur welsynsorganisasies benut kan word. Die waarde van die model le daarin dat die gebruik daarvan 'n welsynsorganisasie in staat stel om sy eie strategiese, bestuurs- en operasionele beplannings en beheerplan te kan saamstel. Di t sal 'n welsynsorganisasie in staat stel om proaktief op interne sowel as eksterne omgewingsveranderings te reageer / Social Work / D. Phil. (Maatskaplike werk)