M. Comm. / The aim of this study is to present a practical solution to companies for creating a mechanism whereby the conversion of organisational goals to concrete action items becomes reality. "Over the years we have seen many senior executives that believe that they have a well-developed well-understood and articulated vision that most employees buy into, but without understanding or providing an adequate mechanism with which to actually accomplish the goals" (Best, 1998: 5-9). The references made to the concepts of quality and productivity will refer to the following two definitions respectively: Quality of Organisation "As is the case so often in South Africa, it is quite possible to produce a quality product with a very ineffective and inefficient business process: the penalty that customers pay is getting a quality product which is totally overpriced in order to subsidise the inefficiencies of the business process" (Scholtz, 1998: 33-39). Productivity "The orientation of any new measures will be less concerned with the volume of output (such as the number of orders processed) and more concerned with the value-adding content of work (whether orders are processed correctly the first time and without delay)" (Hope and Hope, 1997: 191-192). Tom Peters supports the view taken on these two definitions in his book Thriving on Chaos (1987:23). Tom Peters is of the opinion that adding value will result from superior quality of products and in exceptional service and responsiveness to customers. Through experience gained in the banking, education, retail and chemical sectors, the problem of dealing with inefficient processes and not having a single accurate, timely and comprehensive source of reference information for decision-making, has been encountered on numerous occasions.

by Wong Kwai Lin Christine. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 47-48). / ABSTRACT / TABLE OF CONTENTS / LIST OF FIGURES / LIST OF TABLES / ACKNOWLEDGMENT / Chapter / Chapter I. --- Introduction --- p.1 / Chapter II. --- Research --- p.3 / Exploratory Research --- p.3 / Literature Search --- p.4 / Quality Concepts --- p.4 / W. Edward Deming --- p.5 / Joseph Juran --- p.8 / Philip Crosby --- p.10 / Quality --- p.11 / ISO 9000 Series --- p.12 / The Malcolm Baldrige National Quality Award --- p.13 / Status of Promotion of Quality Management --- p.13 / Specific Research --- p.14 / Theoretical Basis --- p.15 / Descriptive Research --- p.17 / Data Collection Method --- p.18 / Method of Administration --- p.19 / Sample Design --- p.21 / Target Population --- p.21 / Sampling Frame --- p.21 / Sampling Procedure --- p.22 / Questionnaire Design --- p.22 / Part I - Company Demographics --- p.20 / Part II - Company Performance --- p.23 / Part III - Quality Improvement Techniques --- p.23 / Data Analysis --- p.24 / Response --- p.24 / Managerial Knowledge --- p.29 / Quality Performance --- p.30 / Financial Performance --- p.30 / Past Quality Performance --- p.30 / Market Place Environment --- p.31 / Corporate Support for Quality --- p.31 / Role of Management Leadership and Quality --- p.32 / Quality Data and Reporting --- p.33 / Strategic Quality Planning --- p.33 / Employees' involvement and Participation --- p.34 / Employees' Training --- p.34 / Feedback and Recognition of Employees' Performance --- p.35 / Employees' Relations --- p.36 / Product Service Design --- p.36 / Process Management --- p.36 / Supplier Quality Management --- p.37 / Role of Quality Department --- p.38 / Customer Feedback --- p.39 / Chapter III. --- SUMMARY OF FINDINGS --- p.40 / Difference between Manufacturing and Service Companies --- p.41 / Difference between Companies with without Separate Quality Department --- p.41 / Difference between Companies with or without Certification --- p.42 / Chapter IV. --- CONCLUSIONS --- p.44 / Chapter V. --- RECOMMENDATIONS --- p.46 / BIBLIOGRAPHY / Chapter APPENDIX 1 --- Sample Questionnaire / Chapter 2 --- Figures 2 to 18

In this research customer service excellence in First National Bank in the Port Elizabeth metropole was investigated. From the industry and competitor analysis it can be concluded that banking is a highly competitive industry that is undergoing constant change because of fierce competition. The literature survey was aimed at placing the concept of service quality, excellence and customer loyalty which lead to customer retention into perspective. The concept of total quality management outlining the specific requirements of how the concept can be utilised and how a service quality programme can be implemented was discussed. The purpose of the empirical study was to test customers’ perceptions of service provided by First National Bank and to contribute with useful information to the bank studied. From these findings improvements and recommendations were suggested as a guideline for any bank to follow to improve customer service levels. The empirical study results were satisfactory and informative. The meaningful positive responses that were identified can be utilised as competitive marketing strategies by FNB. The meaningful negative concerns the bank should consider improving upon and attention should be given to the language and SBU differences outlined.

Operating as a commercial company since October 1991, Telkom has grown into the largest communications services provider in Africa based on operating revenue and assets. The Group, consisting of the fixed-line company Telkom and a 50 per cent shareholding in mobile operator Vodacom. Telkom has changed its vision to the following: “To be a leading customer and employee centric ICT solutions service provider”. The company has been retrenching staff since 1999 and the staff numbers have reduced significantly from approximately 65 000 people to 25 575 people in 2006. The focus has been on increasing shareholder value and the staff feel that their value has not been recognised. The research paper focused on the extent that employees engaged to build a performance culture in Telkom’s NCC division. The following research methodology was followed: - A literature survey to determine factors or behaviours that will enhance employee engagement in building a performance culture and what Telkom NCC can do to build the workplace that will foster higher levels of employee engagement. - A survey was conducted to determine what the engagement levels of employees are at Telkom NCC, what stops the employees from doing their best and what Telkom NCC division can do to show they care and value their staff as according to their employees by means of a questionnaire. - The findings from the literature study and empirical study would be used to determine to what extent are employees engaged to build a performance culture in Telkom’s NCC division. A self administered questionnaire was used to collect the data required for this research. In conclusion it was said that employee engagement is a partnership between the company and the employees where everyone works together to achieve the business objectives of the company and the personal aspirations of employees. The organization has the responsibility to create the conditions for this to happen (Understanding Employee Engagement, 2004: 2). It was recommended that in order for NCC to enhance their employees attitudes toward the promoters’ team especially in terms of pride, strong attachment, feeling part of the family and motivating employees to do well promoters must concentrate on building relationships with their teams and individual members of the team. Employees must also be given decision making power for implementing the idea. NCC should educate their leaders on the value of recognition and the best way to go about it. In order for employees to grow and be promoted into higher positions, NCC must consider that if positions become available that they first be advertised in the NCC division before it be made available to the rest of the company.

by Wong, Tony Ton. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 78-80). / Chapter CHAPTER I --- INTRODUCTION --- p.1 / Chapter CHAPTER II --- PROJECT BACKGROUND --- p.3 / BRIEF HISTORY OF QUALITY MANAGEMENT IN INDUSTRIALIZED NATIONS --- p.5 / PHILOSOPHIES OF QUALITY MANAGEMENT --- p.6 / BRIEF HISTORY OF MANUFACTURING IN HONG KONG --- p.8 / SOCIO-ECONOMIC SIGNIFICANCE OF THE MANUFACTURING SECTOR --- p.9 / TRENDS AND OPPORTUNITIES --- p.10 / HISTORICAL ACCOUNT OF QUALITY MANAGEMENT IN THE MANUFACTURING SECTOR --- p.13 / Chapter CHAPTER III --- METHODOLOGY --- p.18 / SELECTION OF SURVEY TARGETS --- p.18 / QUESTIONNAIRE DESIGN --- p.20 / COMPANY PROFILES --- p.20 / IMPLEMENTATION STAGES AND COMMON TECHNIQUES --- p.21 / ACQUISITION OF QUALITATIVE DATA --- p.22 / CONDUCTING THE SURVEY --- p.22 / Chapter CHAPTER IV --- SURVEY RESULT ANALYSIS --- p.26 / COMPANY PROFILES --- p.27 / INDUSTRY OF THE SURVEY PARTICIPANTS --- p.27 / LOCATIONS OF MANUFACTURING FACILITIES --- p.30 / PRODUCTION PROCESSES --- p.31 / EMPLOYEE SIZE --- p.32 / EDUCATION LEVELS OF EMPLOYEES --- p.34 / IMPORTANCE OF WORKER SKILL LEVELS --- p.34 / IMPORTANCE OF STANDARD PROCEDURE --- p.35 / CRITICAL EXTERNAL FACTORS --- p.36 / INTRA-COMPANY COMMUNICATION --- p.37 / QUALITY MANAGEMENT SYSTEM IMPLEMENTATION AND TECHNIQUES --- p.39 / DRIVING FORCE FOR QUALITY IMPROVEMENT --- p.39 / MANAGEMENT STYLE --- p.40 / MEDIUM TERM CORPORATE OBJECTIVES --- p.42 / HISTORY OF FORMAL QUALITY MANAGEMENT PROGRAM --- p.43 / QUALITY IMPROVEMENT METHODOLOGIES --- p.44 / APPLICATION OF SQC TECHNIQUES --- p.47 / QUALITY IMPROVEMENT TEAMS --- p.48 / TRAINING FOR QUALITY IMPROVEMENT --- p.51 / MOTIVATION TECHNIQUES --- p.53 / ACCREDITATION ON ISO´ؤ9000 SERIES STANDARD --- p.54 / MAJOR OBSTACLES TO QUALITY IMPROVEMENT --- p.56 / STAGES OF QUALITY MANAGEMENT SYSTEM IMPLEMENTATION --- p.58 / MANAGEMENT STYLE AND QUALITY OBJECTIVES --- p.60 / IMPACT OF ISO-9000 ACCREDITATION ON QUALITY PRIORITIES --- p.61 / Chapter CHAPTER V --- CONCLUSIONS AND RECOMMENDATIONS --- p.64 / CONCLUSIONS --- p.64 / RECOMMENDATIONS AND FUTURE WORK --- p.67 / FURTURE WORK --- p.67 / APPENDICES AND OTHER ATTACHMENTS --- p.69 / APPENDIX 1 - COVER LETTER DESIGN --- p.70 / APPENDIX 2 - SAMPLE SURVEY QUESTIONNAIRE --- p.71 / APPENDIX 3 - MEISTER'S TEN LESSONS ON TRAINING --- p.75 / APPENDIX 4 - HYPOTHESIS TEST ON THE DIFFERENCE BETWEEN TWO POPULATION PROPORTIONS --- p.76 / BIBLIOGRAPHY AND REFERENCES --- p.78

The evolution of e-health has the potential to assist in the management of scarce resources and the shortage of skills, enhance efficiencies, improve quality and increase work productivity within the healthcare sector. As a result, an increase is seen in e-health solutions developments with the aim to improve healthcare services, hospital information systems, health decision support, telemedicine and other technical systems that have the potential to reduce cost, improve quality, and enhance the accessibility and delivery of healthcare. However, unfortunately their implementation contiues to fail. Although there are several reasons for this, in this study a lack of project quality management is viewed as a key contributor to the failure of e-health solutions implementation projects in rural hospitals. This results in neglected aspects of quality assurance (QA), which forms an integral part of project quality management. The purpose of this study is to develop a Genertic Quality Assurance Model (GQAM) for the successful acquisition (i.e. development and implementation) of e-health solutions in rural hospitals in the Eastern Cape Province to enable improved quality of care and service delivery. In order to develop and test this model it was necessary to identify the QA methodologies that are currently used in rural hospitals and to evaluate their strengths and weaknesses, as well as their impact on project success. The study is divided into four phases; in each phase different study designs were followed. The study used triangulation of qualitative and some elements of quantitative research approaches, in terms of which a case study approach was adpoted to answer the research questions. This study did indeed develop a GQAM that can be used to ensure e-health solution success in rural hospitals. Furthermore, to aid in the implementation of this model, a set of QA value chain implementation guidelines were developed, as a framework, to inject the nodel into typical (SDLC) phases.

by Rachel, Yu Mei Ping. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 83-87). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.iv / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I . --- INTRODUCTION / Background --- p.1 / Why Suddenly Needs 'Quality' ? --- p.2 / Actions by the HKHA --- p.4 / Chapter II. --- RESEARCH METHODOLOGY / The Research Problem --- p.6 / Literature Research --- p.6 / Interviews --- p.7 / Questionnaire --- p.7 / Chapter III. --- QUALITY AND CONSTRUCTION PROCESS / What Is Quality ？ --- p.10 / What Is ISO 9000 --- p.12 / The Construct ion Process --- p.13 / Special Characteristics of Construct ion Industry --- p.16 / Construct ion Vs Manufacturing --- p.19 / Chapter IV. --- QUALITY IN CONSTRUCTION PROCESS / Quality Adhered to Each Stage of Construct ion Process --- p.21 / What is Going On ？ --- p.25 / Why 'Construction Stage' ？ --- p.29 / Why ISO 9000 ？ --- p.29 / Chapter V. --- VIEWS FROM DIFFERENT PERSPECTIVES / A Triangular Relationship --- p.32 / Government --- p.33 / Contractors --- p.40 / Client (Private Developers ) --- p.48 / Chapter VI. --- CONCLUSION / Before and After the Research --- p.52 / Is It Suitable --- p.53 / Can It Cure the Quality Problem ？ --- p.55 / Would It Be Accepted ？ --- p.57 / Conclusion --- p.57 / Further Words on the Project --- p.58 / APPENDICES / Appendix I : List of Contractors Obtained ISO 9000 Certificates (Up To July 1993) --- p.59 / Appendix II : Sample of Questionnaire --- p.61 / Appendix III : ISO 9001 Quality System Elements --- p.70 / Appendix IV : Auditing Procedures --- p.81 / BIBLIOGRAPHY --- p.83

by Sitt Wing-leung William. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 64-65). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / LIST OF FIGURES --- p.vii / LIST OF TABLES --- p.viii / ACKNOWLEDGEMENTS --- p.ix / Chapter / Chapter I. --- INTRODUCTION / The Development of Quality --- p.1 / Rise of International Quality Standard --- p.2 / ISO 9000 Quality Standard --- p.3 / Significance of ISO 9000 --- p.5 / Maintenance Management --- p.7 / Project Objective --- p.8 / Chapter II. --- RESEARCH METHODOLOGY / Case Study Approach --- p.10 / Settings and Timeframe --- p.10 / Data Collection --- p.11 / Literature Review --- p.12 / Chapter III. --- MAINTENANCE MANAGEMENT / Company Profile --- p.13 / Maintenance Department --- p.14 / Repair and Maintenance --- p.16 / Problems Encountered --- p.18 / Improved Operating System --- p.21 / Benefits of the New System --- p.28 / Limitations of the New System --- p.29 / Chapter IV. --- APPLICATION OF ISO 9000 QUALITY SYSTEM / 14Elements Applied to Maintenance Department --- p.31 / Implementation Process --- p.41 / Difficulties Encountered --- p.45 / Hints to Successful Implementation --- p.47 / Benefits and Drawbacks --- p.50 / Chapter V. --- CONCLUSION / Summary --- p.53 / Recommendations for Further Study --- p.55 / APPENDIX --- p.57 / BIBLIOGRAPHY --- p.63

by Tung Man Kei. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 82-83). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES AND FIGURE --- p.vi / LIST OF APPENDIXES --- p.vii / PREFACE --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- ISO-9000 Standards --- p.4 / Recent Development of ISO 9000 Standards --- p.6 / Other Quality Standards and Awards --- p.8 / Influence of ISO 9000 --- p.11 / Implementation of ISO 9000 --- p.15 / Chapter III. --- CASE STUDY: PART (A) JEWELLERY INDUSTRY AND ABC JEWELLERY LIMITED --- p.18 / Jewellery Industry in Hong Kong --- p.18 / The ABC Jewellery Limited --- p.20 / Organizational Structure of ABC Jewellery Limited --- p.21 / Production Department --- p.22 / Stone Department --- p.24 / Human Resources Department --- p.24 / Quality and Technology Department --- p.25 / Management Information Department --- p.26 / Marketing Department --- p.26 / Export Department --- p.27 / Financial Situation of ABC Jewellery Limited --- p.28 / Chapter IV. --- CASE STUDY: PART (B) IMPLEMENTATION OF ISO-9002 CERTIFICATE OF A MANUFACTURING COMPANY - ABC JEWELLERY LIMITED --- p.30 / Quality Reform of ABC Jewellery Limited --- p.30 / The MANCOM - A Reform of Management Committee --- p.32 / The Implementation Plan of ISO-9000 of ABC Jewellery Limited --- p.34 / Step 1： Preliminary Goals Setting and Formulation of Action Plan --- p.35 / Step 2: Creation of Mission and Vision Statements --- p.37 / Step 3: Formation of Quality Team --- p.37 / Step 4: Education of Quality Concept --- p.38 / Step 5: Preparation of Quality Manual and Work Procedures - the Business Procedures --- p.40 / Step 6: Reengineering of Business System --- p.43 / Step 7： Registration for ISO-9002 --- p.44 / Problems faced by the Company --- p.45 / Dilemma --- p.53 / Chapter V. --- CASE STUDY: PART (C) LATEST SITUATION OF ABC JEWELLERY LIMITED --- p.54 / Quality and Technology Department --- p.54 / """Quality In Progress"" and Other Quality Improvement Projects in the Company" --- p.55 / Chapter VI. --- CONCLUSION OF THE CASE STUDY --- p.57 / TABLES AND FIGURE --- p.59 / APPENDIXES --- p.63 / BIBLIOGRAPHY --- p.82

by Law Po-yee, Annie and Li Lai-fong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.ii / ACKNOWLEDGEMENT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objective of Study --- p.1 / Scope of Study --- p.2 / Background --- p.2 / Development of ISO 9000 --- p.4 / Concept of ISO 9000 --- p.5 / Chapter II. --- LITERATURE REVIEW --- p.9 / The Experience of Singapore --- p.9 / The Experience of U.S. and Canada --- p.11 / The Experience of Hong Kong --- p.13 / Chapter III. --- METHODOLOGY --- p.17 / Secondary Data Source --- p.17 / Primary Data Source --- p.21 / Chapter IV. --- FINDINGS AND LIMITATIONS --- p.24 / Findings from Questionnaires and Interviews with Respondents --- p.24 / Experience of a Consultant : HKPC --- p.31 / Experience of the Registrar : HKQAA --- p.33 / Limitations --- p.37 / Chapter V. --- CONCLUSIONS AND RECOMMENDATIONS --- p.39 / APPENDIX --- p.46 / BIBLIOGRAPHY --- p.51