This research investigates the relationship between leadership and internal customer satisfaction, also called employee satisfaction in this document. The research is conducted within an automotive manufacturer situated in the province of Gauteng, South Africa. The Service Profit Chain forms the foundation on which this research is based as it suggests that the various factors within the service delivery system of an organisation ultimately affect the success of an organisation. From the Service Profit Chain, it is established that a factor that affects employee satisfaction is the leadership within the organisation. The Full Range Leadership Development Theory provides the backbone for analysing the leadership style of each manager by using the Multifactor Leadership Questionnaire. The company’s employee satisfaction model provides the theoretical construct against which the employee satisfaction of the managers’ subordinates is measured using the company’s employee satisfaction questionnaire. Information was gathered from the managers who rated their leadership styles as they perceived it; and from their respective subordinates who rated the managers’ leadership style as they perceived it and also their satisfaction as employees as they perceived it. Data obtained from each instrument, for the respective managers, was then statistically analysed. The reliability of the data could not be proved for some of the factors of the 2 research instruments. However, this research found a statistically significant relationship between transformational leadership and some factors of employee satisfaction, albeit a weak relationship. The null hypothesis was rejected and the alternate hypothesis accepted. A statistically significant relationship exists between leadership style and employee satisfaction levels within an automotive manufacturing organisation.

This research was motivated by the lack of systems and methodologies in the automotive retail business sector to adequately monitor and analyse prospective customers' behaviours as a basis for developing sales. The objective of this research was to determine if lead scoring would indeed represent a good investment of time and resources for Barloworld Motor Retail. The real value for Barloworld Motor Retail is in the proven methodology for properly managing leads and the sales process. Lead scoring should have sales teams more focused because of the qualified opportunities. The sales cycle can also be efficiently managed from introduction to closure. What is Lead Scoring? In short, lead scoring identifies or measures the value of a lead to determine to which extent a lead could result in a sale. The aim of the lead scoring process is to gather as much information as possible from the prospective customer. Once information has been acquired, it is important to hand over the hot leads to sales while the warm and cold leads remain with marketing to be nurtured. A lead is a potential customer who wants to learn more about what a company has to offer, and who has acknowledged having a requirement or need that a company could help satisfy. Where this position is coupled with elements of the ideal or desired customer profile, a meaningful lead definition emerges. When a salesperson receives a lead as depicted in Figure 1, the decision must be made as to whether to promote the lead into an opportunity or recycle it back to marketing. The crucial determination would be whether the prospect is ready to enter a buying cycle, or not. Figure 1 also illustrates the lead scoring "evaluation" process. The researcher used the Barloworld Automotive www.mywheels.co.za Webpage to obtain information for this research project. The results obtained from this measurement were compared with the results obtained from other marketing initiatives and practices in the automotive industry to describe the value of lead scoring. This research is undertaken under two main headings, namely marketing and evaluating a lead management system by introducing lead scoring. In reference to marketing, Albee (2010) says that lead scoring is based on marketing that can automate the ability to know exactly when the leads in the nurturing program are sales ready and then transition them to the sales force without delay. Chekitan and Schultz (2005), introduced the notion of SIVA which stands for Solution, Information, Value, and Access. This is basically the four p's of the marketing mix, namely product, promotion, price and placement Kotler (2000) renamed and reworded to provide a customer focus. Marketing managers use this model to generate the best possible response from the target market by blending four or more combinations in the best way. The elements of the marketing mix are all controllable variables. The marketing mix can be adjusted on a frequent basis to meet the changing needs of the target market and the other dynamics of the marketing environment. The study of internet consumer behaviour is a fundamental part of the gathering of information related to lead scoring. To an extent it is also relevant to the formulation of a leads nurturing model that will positively influence buyer perceptions and help to trigger the purchase decision. With regard to the purchasing of motor vehicles, consumers will seldom make a purchase decision without personal exposure by way of sensory explanation (look, feel and touch). Internet marketing connects the physically remote consumer with the product benefits through a process of abstract positioning, and focuses on obtaining "hits" from consumers who are competent and enabled to make a positive purchase decision. Internet marketing refers to the strategies that companies use to market their products or services online. The marketing concept remains the guiding concept for companies wishing to design and implement an effective leads scoring system. Lead scoring is the process that involves the following activities: • Lead identification; • Lead collection and consolidation; • Predictive analysis of lead scoring; • Lead nurturing; • Lead distribution.

This research was initiated due to declining customer satisfaction indices in the Southern region of Eskom, an electricity utility in South Africa. Given the link between customer satisfaction and purchase intentions, the sustainability of the business is at stake. The validity of the current MaxiCare survey tool is questioned and explored, as is the congruence of management and customers' perceptions regarding the key service quality constructs in the industry. The study's objective was to provide management with a reliable and valid customer satisfaction survey instrument as an alternate to the existing tool and to use the knowledge gained through the research process to recommend improvement strategies aimed at closing specific satisfaction gaps identified. The research was performed in two stages; firstly, semistructured interviews with customers and management to gain an understanding of the most important satisfaction dimensions. These influenced the design of a survey instrument based largely on the SERVPERF tool with the inclusion of importance ratings per item in the second stage. The quantitative survey results were used to assess the reliability and validity of the research and to suggest areas for future work. The results show that communication, quality of supply, assurance and price are uppermost in the consumer's mind. Tangibles are not significant and the inclusion of empathy is inconclusive. Management and customer perceptions at a macro level are closely aligned, however the two populations are not in agreement as to the underlying micro considerations. Similarly, the MaxiCare instrument is found to be valid as a macro indicator but lacks sufficient detail to be useful as a strategic tool and needs to be supplemented with additional sources of market information. The survey instrument used in the second phase is both descriptive and reliable but the number of factors it measures, the mix of items and the inclusion of the 'importance' dimension need further refinement to improve its validity. Future revisions of the tool will provide management with specific information that allows them to focus improvement strategies on disgruntled customers and their key service issues.

Within the new constitutional order, South African local government has been afforded specific status and is protected as a distinctive sphere of government in terms of the Constitution Act 108 of 1996. Municipalities are no longer a mere function of national or provincial governments. In addition to this entrenched status, the Constitution and other developmental local government legislation vests local government with specific functions and responsibilities as part of the process of building a new democracy and promoting socio-economic development and upliftment. Consequently, local government managers are under constant pressure to improve the performance and quality of service delivery. They are expected to satisfy a number of stakeholders, achieve increases in efficiency, as well as attain developmental service delivery goals as contained in their Integrated Development Plan (IDP). Quality management standards and excellence models in support of the total quality management (TQM) philosophy are relatively new public management approaches that changes traditional organisational decision-making practices to deliver services to its customers in more effective and efficient ways. In essence, quality management standards and excellence models are performance management methodological practices, techniques and tools designed to meet and exceed public requirements. It accomplishes this through determining what constitutes excellence in customer service, and then empowering employees to a never-ending search for quality improvement in the delivery of services, in terms of the continuous improvement and continuous process improvement philosophies, of which total quality management (TQM) is premised on. Consequently, quality management standards and excellence models (such as the ISO 9001: 2008 QMS, ISO 14001: 2004 EMS, EFQM and SAEF Excellence Models) as methodological practices, techniques or tools in support of the critical factors (CFs) of the total quality management (TQM) philosophy, namely: (1) customer-based approach, (2) senior management commitment and leadership, (3) quality planning, (4) management based on facts, (5) continuous improvement, (6) involvement of all members of the organisation, (7) education and training, (8) teamwork, (9) communication systems, (10) learning, (11) process management, (12) co-operation with suppliers, and (13) organisational awareness and concern for the social and environmental context, can provide a framework by which to achieve the goals of effective and efficient service delivery in developmental local government, as they foster a culture of performance and accountability. Local government managers could use these quality and excellence methodological practices, techniques and tools, as a starting point to improve efficiencies in their municipalities, as the programmes afford them an opportunity to systematically evaluate the municipality and determine what leads to organisational success and deliverables. Institutional theory suggests that organisations are both influenced by and can influence the society in which they operate. Institutional theorists believe that the motivation for a change in internal practices might not only be performance related, but may primarily be to enhance or maintain the legitimacy of the respective institution. Institutional theory also focuses on the social contract that exists between the institution and society. This social contract is believed to represent the expectations of society. From an institutional point of view, it has been suggested that institutions may change and adopt the norms of society to appear legitimate to that society. This infers that when societal norms and values change, institutions will be expected to change. These societal pressures combined with legislative changes, require institutional entrepreneurs to respond to these isomorphic pressures, and will work to preserve the institution's legitimacy by incorporating, or at least appearing to incorporate, new practices, norms and values. The aim of this research study was to analyse within an institutional theory framework, the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy and developmental local government within two South African municipalities. The research investigation has been undertaken within the social constructionist paradigm and using the case study method. Interviews and documents were the data sources and thematic analysis was used as a tool to analyse the data by applying a theory-driven coding procedure. The findings from the two research sites, namely Makana Municipality in Grahamstown and Drakenstein Municipality in Paarl reveal that the implementation of quality management standards and excellence models in support of the total quality management (TQM) philosophy in both municipalities was not a smooth process and there were many challenges such as political instability, lack of commitment on the part of the senior leadership and management, staff and skills shortages, resistance by staff to implementation and resource constraints. Institutional theory has proved to be useful in understanding why the Makana and Drakenstein Municipalities implemented quality management standards and excellence models. Because of coercive, mimetic and normative isomorphic pressures affecting the Makana and Drakenstein municipalities, change was imperative if these institutions were to remain relevant and legitimate in order to address its service delivery mandate of effectiveness and efficiency. Institutional theory provided a theoretical lens to understand and appreciate the pressures that affected the municipalities because of its new developmental mandate as encapsulated in new municipal legislation. It also assisted in understanding how institutional entrepreneurs responded to these pressures to conform. The implementation of quality management standards and excellence models in the Makana and Drakenstein municipalities was adversely affected by volatility amongst the political leadership of both municipalities. The successful implementation of these standards and models would require collective action from the political, bureaucratic and procedural entrepreneurs in order to enhance effective, efficient and accountable service delivery. However, in both the Makana and Drakenstein municipalities, institutional entrepreneurs, namely councillors and officials were not working together as a collective to implement quality management standards and excellence models. Evidence has shown that the absence of stable political leadership and noncooperation and collaboration amongst institutional entrepreneurs contributed significantly to the non-institutionalisation of quality management standards and excellence models in these Municipalities. This implies that legitimacy has not been achieved, due to institutional entrepreneurs not collaborating and collectively working with each other to implement the quality management standards and excellence models. Thus, this research study suggests that the strategic and collective role of the political and administrative leadership as institutional entrepreneurs is critical if the municipality is to achieve its aims and objectives, namely effective, efficient, and accountable service delivery in developmental local government. Recommendations in respect of future research and to practitioners have also been offered.

Managing cultural differences in today’s work environment has received the attention of researchers all over the world. What has received far less attention is the managing of the cultural differences between service provider workers and customers and how this is perceived to lead to achieving great service quality. This research project focuses on the cultural differences between culturally diverse South African service provider workers and South African customers, with some reference to international customers. The questionnaire used in this research includes questions embodying the service quality instruments developed by Parasuraman, Zeithaml, and Berry (1988) and Hofstede’s (1991) cultural dimensions. The questionnaire was completed by 81 students of the East Cape Midland College in the Nelson Mandela Metropole. A Pearson’s correlation coefficient was calculated for each service quality instrument and each cultural dimension. The resulting correlation coefficients were analysed and a positive or negative correlation between each service quality instrument and each cultural dimension is shown. The implications of each positive and negative correlation are shown and how it impacts on perceived service quality delivery. The implications for service quality management are shown, followed by recommendations for the management of a culturally diverse workforce.

M.Ing. / Nowadays successful companies realize that placing the customers' needs first is so important that it must be an attitude of all departments within the business, an attitude of everyone involved in the business and staff at large. They have to understand that the success of a company depends on customers. This research report will aim to emphasize that it is crucial for companies to satisfy and meet customer needs. Thus, the identification of customer needs, the satisfaction of customers and to satisfy the customers establishing product specifications are emphasized. The applications of the methods and techniques of the process of customer needs identification of a commercial product will be demonstrated and compared on a Turkish computer company and a South African computer company. As the market place, the South African and the Turkish computer market, as the commercial product, a computer and as the computer companies, the Surat computer company and the Microstar computer systems company will be chosen in the case study. The results of the case study will be presented in an integrated manner with the literature study. This report will be based on a case study of customer needs identification in computer technology.

This study investigates relationship marketing by estate agencies in the residential property market of South Africa. In determining the residential estate agency's knowledge of relation­ ship marketing, an extensive literature study was undertaken on the marketing environment and broader market, marketing concept, market segmentation and target marketing, the marketing mix and expansion thereof, as well as customer service and internal marketing. An empirical study was conducted to determine the residential estate agency's present knowledge and practices of the basic components of relationship marketing. In the study a structured questionnaire was mailed to all residential estate agencies which are members of the Estate Agency Affairs Board. The most significant findings are that: the majority of respondents do not have mission statements and do not know what a mission statement is; they set marketing objectives which are communicated to the agents; when appointing new agents they consider the agent's service orientation and ability to work with clients, but qualifications and previous experience are not viewed as important; they train estate agents themselves and emphasise after-sales contact and building of long-term relationships, but do not stress customer behaviour influences; a large percentage do not conduct competitor analyses and view marketing research as unimportant, but are of the opinion that they have superior market knowledge and offer the best service quality; they regard the principles of the marketing concept as important; they engage in a large number of after-sales services, although few realise that contact after occupation is important; they regard the buyer's financial means as important and engage in activities to ensure customer service, but do not have formalised feedback systems to test customer satisfaction; they engage in internal marketing activities, strive to create a positive corporate culture and try to retain good agents. In conclusion it can be said that there is evidence that the principles of relationship marketing are followed by residential estate agencies in South Africa. There are, however, concerns about the long-term commitment of estate agencies towards their clients because of the lack of feedback systems and the lack of in-depth knowledge of the market. / Business Management / D. Comm (Business Management)

This study investigates relationship marketing by estate agencies in the residential property market of South Africa. In determining the residential estate agency's knowledge of relation­ ship marketing, an extensive literature study was undertaken on the marketing environment and broader market, marketing concept, market segmentation and target marketing, the marketing mix and expansion thereof, as well as customer service and internal marketing. An empirical study was conducted to determine the residential estate agency's present knowledge and practices of the basic components of relationship marketing. In the study a structured questionnaire was mailed to all residential estate agencies which are members of the Estate Agency Affairs Board. The most significant findings are that: the majority of respondents do not have mission statements and do not know what a mission statement is; they set marketing objectives which are communicated to the agents; when appointing new agents they consider the agent's service orientation and ability to work with clients, but qualifications and previous experience are not viewed as important; they train estate agents themselves and emphasise after-sales contact and building of long-term relationships, but do not stress customer behaviour influences; a large percentage do not conduct competitor analyses and view marketing research as unimportant, but are of the opinion that they have superior market knowledge and offer the best service quality; they regard the principles of the marketing concept as important; they engage in a large number of after-sales services, although few realise that contact after occupation is important; they regard the buyer's financial means as important and engage in activities to ensure customer service, but do not have formalised feedback systems to test customer satisfaction; they engage in internal marketing activities, strive to create a positive corporate culture and try to retain good agents. In conclusion it can be said that there is evidence that the principles of relationship marketing are followed by residential estate agencies in South Africa. There are, however, concerns about the long-term commitment of estate agencies towards their clients because of the lack of feedback systems and the lack of in-depth knowledge of the market. / Business Management / D. Comm (Business Management)

[Abstract - Conclusion]: This research study confirms the theory in the literature review on delivery of quality service to customers and premise that there is a statistically significant difference between Eskom service as perceived by rural prepaid household customers and their expectations. This study also highlights the need for Eskom management to take into cognisance the unique rural prepaid customer service needs and how to meet them, perhaps a differentiated service approach rather than a one-strategy-fits-all approach. This is in view of gaps created between expectations and perceptions of service, especially in the reliability dimension that could require a concentrated or changed performance approach to close them.

Integrative Summary In 1997 the Minister of Public Service and Administration of South Africa, Zola Skweyiya, introduced the White Paper on Transforming Public Service Delivery(Department of Public Service and Administration(DPSA,1997: 1). It was premised on what was called Batho Pele (DPSA, 1997: 9), giving effect to Section 197 of the Constitution, Act 108 of 1996 as amended. A linkage to performance management can be found from the assertion made in the White Paper that in future the Batho Pele would form the basis of any assessment of the performance of individual staff and that would contribute to improving the delivery of service (DPSA, 1997:16). Another factor that contributed to the utilisation of a performance management system was the recommendation put forward by the Public Service Commission of South Africa( PSC,2004: 16),that called for public institutions to adopt a clear, comprehensive performance management and evaluation framework for the delivery of public service. That was expected to turn around the ailing public institutions whose record of serving the public with pride and dignity was on the decline. The research aim was to evaluate the effectiveness of the performance management system in creating and resolving role conflict with health professionals employed by the Buffalo City sub-district. The research goal was divided into three objectives, namely: evaluation of the effectiveness of the performance management system as a managerial tool for health managers to manage their subordinates including both professional and support staff, evaluation of the effectiveness of the performance system from the perspective of the health professional as a subordinate and to analyze the functioning and effectiveness of the system in creating and resolving role conflict between professional conduct and organisational requirements. The respondents noted that the implementation of the system was not matched with appointment at managerial level with officials having relevant managerial capacity. Further to that resources at the coal face of service delivery continued to deteriorate and became very scarce and there is no documented proof that has been found of an effort made to check the compatibility of the system to health professionals. The literature identified negative effects that have emanated from the implementation of the performance management system. The study was conducted by interviewing health professionals from the entry level to the management level within the Buffalo City sub-district from three mini hospitals or Health Care Centres. The respondents indicated that there are positives that have been achieved by the implementation of the system, such as the skills gap identification as well as specific targets contained in annual performance contracts. These targets help motivate health professional to focus on that particular direction of activities. Unfortunately it has been clearly documented that the performance management system has also contributed to the development of role conflict in a number of professionals. It has been documented that the system has not been crafted with a health professional in mind and, as such, appears to favour quantity rather than quality of health services as advocated by the codes of practice of different health professionals. There are a number of recommendations that were put forward by the respondents to try to salvage the system and in mitigation of the identified negative factors. For the improvement of the system, the Eastern Cape Provincial Department of Health has to firstly customise the annual contracts to contain only the fundamental information. Secondly need to improve the transparency pertaining to financial pressures facing the Health Department. Thirdly the provision of essential enablers, need to be prioritised. Fourthly there is a need to upgrade the system to incorporate 360 degree feedback. Further research recommendations include a bigger sample incorporating different research methods and to also incorporate searches for measures that can be implemented to improve the system to be more relevant to health professionals. This document is organised and presented in three sections. The first section is the evaluation report with a review of literature, research methodology, findings, discussion and conclusion. The second section is where an indepth literature review is located and the last section details the research methodology.