Submitted in partial fulfilment of the requirements for the degree of MASTER OF EDUCATION In the Department of Educational Planning and Administration of the University of Zululand, 2004. / The study investigated the role of principals in the promotion of Total Quality Management in schools. It explored through Literature Review the four pillars in Total Quality Schools which are: • primary focus on suppliers and customers • continuous dedication to continuous improvement • a system/process orientation • a strong and consistent Total Quality Leadership from top management. Questionnaires were used to establish the above scope of study. Findings from the empirical study reveal that most of the principals have effectively transformed the culture in their schools to reflect Total Quality. However some principals do not solicit information from parents who are the external customers of the school, about their needs so as to reconcile these needs with that of the school. Key recommendations made to the principals in this study are: • Finding ·out what the needs of parents are so as to reconcile these needs with that of the school. • Provision of the relevant resources to educators and learners. • Identifying internal expertise among staff to lead all staff developmental programs.

Submitted in partial fulfillment of a Masters Degree in the Department of Educational Planning and Administration in the Faculty of Education at the University of Zululand, South Africa, 2007. / A number of sources and articles have been published on the subject of Total Quality Management (TQM). The majority of them have not been specifically targeted at how educators view TQM and how it could be used to improve teaching and learning in schools. The purpose of this study was to detennine the views of educators on TQM in secondary schools. The study aimed at finding out how TQM principles could be used to achieve quality teaching and learning. The focus was on TQM as a universal management tool for quality improvement in education. A questionnaire was administered to a total of eighty-eight respondents comprising ten principals, ten deputy principals, twenty heads of departments and forty-eight educators selected from ten secondary schools in the selected circuit. The data was analysed in percentages and recorded in tables. The results were also illustrated by means of the graphs to make interpretations easier.

Submitted in fulfilment of the requirements of the Master's Degree in Technology: Quality in the Department of Operations and Quality Management, Durban University of Technology, 2009. / Over the past ten years, intense global competition, changing customer needs and the changing business environment have forced many organisations to examine their organisational goals and to re-evaluate how to meet their challenges. Extreme global competition has forced many organisations to develop action plans to respond to an increasingly competitive market. One such action plan identified was the integration of quality practices and principles with strategic planning of the organisation. This research investigated the importance and usefulness of integrating quality practices in the strategic management process of organisations in the Printing and Packaging industry in the Ethekweni Municipality. This study included a combination of qualitative and quantitative research methods. The review of literature represented the qualitative research method, acknowledged the importance of, and advantages and disadvantages of integrating quality practices with the strategic management process. It also identified selected quality practices that can improve the strategic planning process. The quantitative method included a preliminary study and a main study. The preliminary study was conducted using questionnaires and interviews consisting of 10 and 5 organisations respectively. The main study consisted of questionnaires administered to 30 organisations. The results of the pilot study showed that although many organisations were aware of the integration, they did not have the support from employees, nor the time to implement it. The main study indicated that the majority of the organisations integrated the two practices. 97% of the organisations found that this integration was difficult initially, but with some perseverance achieved success, while 3% of the organisations did not implement the integration. The latter are now considering the integration process. Hence, it can be accepted that the integration of quality practices within the strategic management process has directed the organisation toward continuous improvement, a competitive advantage, a greater market share and sustainability, greater customer satisfaction and increased profitability and sales.

published_or_final_version / Business Administration / Master / Master of Business Administration

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Thesis (B.Sc)--University of Hong Kong, 2005. / Includes bibliographical references (p. 161-165)