Thesis (M.A.)--University of Hong Kong, 2001. / Includes bibliographical references.

Thesis (doctoral)--University of Newcastle upon Tyne, 1997. / BLDSC reference no.: DX206801.

Thesis (M.S.)--Worcester Polytechnic Institute. / Keywords: Lean construction; strategic management; total quality management. Includes bibliographical references (p.70-71).

Thesis (M. Phil.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 252-300).

Thesis (M. Sc.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 79-84).

Abstract Research has revealed that many of the historically disadvantaged schools in South Africa experience difficulty in implementing policies aimed at restoring the quality of teaching and learning. The difficulty has been attributed to several factors such as poor conceptualisation and implementation of quality management systems at school level. This article reports on empirical research that investigated the possibility of applying Total Quality Management principles in schools for the purpose of restoring the culture of learning and teaching. Data was collected through qualitative and quantitative methods in selected schools situated in the Tshwane North District. The findings revealed that there is a gap between what is provided in the policy framework on the management of quality teaching and learning. It is recommended that in order to fill the gap, schools need to apply customised principles of Total Quality Management. The primary aim of this research was to develop such an integrated framework that is not only theoretically sound but that has been customised for schools’ contexts and conditions.

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Total Quality Management (TQM) has become the focus of all organisations that strive for excellence in service delivery. The healthcare sector is not an exception though it is exclusively different from other organisations because of the nature of service they provide, and the kind of risk involved in service provision. The aim of this study was to assess employees’ perceptions about TQM at Queen Elizabeth II hospital, and their expectations regarding TQM implementation in the new Private Public Partnership (PPP) National Referral hospital. It also sought to measure the gap that exists between employees’ perceptions and expectations. It focused on three fundamental principles of Total Quality (TQ), namely ‘focus on customers and stakeholders’, ‘participation by everyone and teamwork’, as well as ‘process focus and continuous improvement’. This, quantitative research study, utilised a cross-sectional approach. The self-administered questionnaires were employed to obtain data. A stratified sample of 240 employees was drawn from Q.E.II hospital employees, which represented a population size of approximately 685 employees. Out of the sample size of 240, only 157 questionnaires were completed and returned. The respondents comprised of 38.2% males and 61.8% females. The highest percentage of the respondents (53.5%) was in the clinical category; 33.8% in Administration; 8.3% in ‘other’ health professionals such as pharmacy, laboratory, and radiology. The lowest percentages of 3.8% and 0.6% were in Accountancy and Human Resources categories respectively. The findings of this study revealed that employees have relatively low perceptions about TQM at Q.E.II hospital, while their expectations regarding TQM in the new PPP National referral hospital are extremely high. Process focus and continuous improvement attained a larger overall gap between perceptions and expectations. Although an analysis revealed that focus is needed in all areas that constitute total quality, but evidence suggests that process focus and continuous improvement need special attention. Thus, it is recommended that management creates a quality culture through strong leadership, putting the needs of both employees and patients in the fore-front, ensuring that employees understand hospital processes, and mostly, continuously improving the hospital processes. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.