published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

No description available.

No description available.

Dissertation submitted in compliance with the requirements for the Masters Degree in Technology: Technikon Natal, Durban, 2000. / The aim of this investigation is to establish the relationship between the Activity and Impact .training approaches in selective South African food manufacturing companies in order to establish which training approach makes the greatest contribution to a Total Quality Management implementation strategy. The main characteristics of these two training approaches are the following: In the Activity training approach the focus is on individual training requirements. Here the trainee and/or the line supervisor subjectively identify individual training requirements (training needs). Furthermore, this approach has no conclusive form of evaluation being conducted, especially to determine whether the knowledge and skills gained during the training course has been transferred to the trainee's working environment Impact training focuses on results-orientated training aimed at meeting the needs of the organisation by providing employees with relevant knowledge and skills to improve their performance. The work environment is seen as an extension of the training programme enabling both the Human Resources Department (Training and Development Department) and the line manager to work in joint collaboration when measuring the trainees' performance in a practical environment A self-designed questionnaire was used to determine whether the selected sample population (n=171) follows an Activity or an Impact training approach when implementing a Total Quality Management strategy. The research revealed three pertinent findings: Firstly, Total Quality Management programmes implemented within the South African food manufacturing industry characterise both the Activity and the Impact training approaches. / M

The empirical study gives support to the strong mediating role of a customer-focused culture. The key determinants of perceived service quality are epitomized in the 'golden triangle' of Visionary Leadership, Customer Focus and Quality People. Visionary leadership does not exert direct effect on people but transmits its influence through the establishment of a customer-focused culture. Contrary to the findings from previous studies, the relationship between process management and perceived service quality does not fall into place. / This paper presents the results of an empirical assessment of a Total-Quality-Management-for-Service (TQMS) model. The model integrates the traditional TQM literature and service quality management literature, showing the impact of both strategic and operational factors on perceived service quality. Structural equation modeling was applied to examine the theoretical causal ordering, using data collected from 90 service companies and 900 customer interviews. The constructs were found to be highly reliable and valid. The results provide strong empirical evidence in support of the TQMS model, specifying the relationships among TQM practices. / This study contributes to theory building by identifying the TQM constructs relevant to the service setting. Introducing perceived service quality as a performance measure extends the traditional TQM theory by providing insights on how internal organizational practices can influence externally-based outcome. From the practical standpoint, managers could use the results obtained to make better decisions in evaluating quality program implementation. It is evident that the prevalence of a customer-focused culture is a pivotal factor which determines the ultimate success of TQM. This culture factor also acts as a mediator transmitting the effect of leadership on employee behavior, and eventually on perceived service quality. / Choy Lee-man. / "January 2002." / Adviser: T. S. Lee. / Source: Dissertation Abstracts International, Volume: 63-01, Section: A, page: 0258. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (p. 137-152). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

by Sam Chi Ah, Sylvia. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 36-40). / Chapter CHAPTER 1 --- Introduction --- p.5 / Aim of this paper --- p.5 / Quality in educaiton --- p.5 / Why rneasure quality --- p.6 / Multi-dimensional aspect of the measurement --- p.8 / Wbat are we measuring --- p.9 / Chapter CHAPTER 2 --- APPROACHES TO MEASURING EDUCATION QUALITY --- p.13 / By objectives --- p.16 / By meeting social needs --- p.18 / By satisfying student needs --- p.21 / By teacbing quality --- p.22 / Bylearning quality --- p.23 / By nternal process control --- p.26 / By input resources --- p.28 / By output resources --- p.29 / Chapter CHAPTER 3 --- Comparison of models --- p.31 / The USN model --- p.32 / Comparison between models --- p.33 / Chapter CHAPTER 4 --- Applications of the measurements --- p.35 / BIBLIOGRAPHY --- p.36