Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This thesis researches World Class Manufacturing Techniques (WCMT) and their applicability in a Non-Production Environment such as an inbound call centre in the financial services sector. These WCMT involve a set of innovative techniques and principles, which are applied by foremost manufacturing companies. These techniques however, are not sacred and one always needs to refer back to the objectives of World Class Manufacturing, namely to (a) Eliminate waste, (b) Improve quality, (c) Shorten lead times, (d) Reduce costs, and (e) Improve morale and seek other improvements. The importance lies in attaining the objectives in the context of the necessary manufacturing tasks. Companies applying these techniques demonstrate significant productivity gains, production synergies, reduced rework and more reliable on-time delivery. In the highly competitive global market, these offer a competitive advantage for such companies. A critical and essential element of a company's strategic vision is a clearly defined and healthy competitive advantage. It is imperative that a company's vision is clearly aligned to its business objectives and goals. The WCMT is a tool that aligns the business vision and strategic objectives to realize its competitive advantage. By aligning the vision to its competitive advantage, it is crucial that the company challenge its existing production processes and the way in which it operates. Existing production processes need to be continuously reviewed and adjusted where necessary to sustain the competitive advantage. This paper is a practical example of how a non-production organisation can apply these WCMT to sustain its competitive advantage. The WCMT such as Theory of Constraints (TOC), Just in Time (JIT) and Total Quality Management (TQM) are discussed and applied in the inbound call centre of a medical aid administration company. In a relatively short time span, some remarkable sustainable productivity improvements were achieved. This would imply that these WCMT could be applied in traditional non-production environments. / AFRIKAANSE OPSOMMING: Hierdie navorsings werkstuk ondersoek Wêreld Klas Vervaardigings Tegnieke (WCMT) en die moontlike toepassing daarvan in 'n nie-vervaardigings omgewing, soos 'n inbeldienssentrum in die finansiële dienste sektor. Hierdie WCMT omsluit 'n groep innoverende tegnieke wat huidiglik aangewend en toegepas word in die meeste vervaardigings ondernemings. Hierdie tegnieke is nie beperk nie en verwys altyd terug na die doelstellings van WCMT naamlik (a) Vermindering van afval, (b) Verbetering van kwaliteit, (c) Verkorting van wag periodes, (d) Verlaging van kostes, en (e) Verbeterende personeel moraal en die voortdurende soeke na ander verbeteringe. Die belangrikheid van WCMT lê in die bereiking van hierdie bogenoemde doelwitte binne die konteks van die noodsaaklike vervaardigings metodes. Ondernemings wat hierdie tegnieke toepas vind groot produksiekapasiteit verbeteringe, produksie sinergie, 'n verlaging in die oordoen van foutiewe werk en ondervind ook grotendeels meer gereelde op-tyd aflewering. In die hoogs kompeterende globale mark bied die WCMT die broodnodige mededingende voordeel aan hierdie ondernemings. Die kritieke en belangrike bestanddeel van 'n onderneming se strategie en visie is die onderneming se vermoë om 'n deeglike en gesonde mededingende voordeel bo sy mededingers te hê. Dit is van kardinale belang dat die onderneming se visie behoorlik in lyn is met die onderneming se strategiese doelwitte. Hierdie WCMT is 'n instrument wat die onderneming kan aanwend ten einde sy visie en strategiese doelwitte, asook sy kompeterende voordeel, te bereik. Dit is krities belangrik dat 'n onderneming se visie en sy kompeterende doelwitte gesinkroniseer en gelykgestel is en verder dat die onderneming ook sy huidige produksie prosesse herevalueer, asook die manier waarop die onderneming opereer. Huidige produksie prosesse moet voortdurend geherevalueer en aangepas word waar nodig, ten einde die onderneming se voortdurende kompeterende voordeel te behou. Hierdie navorsings stuk is 'n voorbeeld van die praktiese toepassing van WGMT en hoe hierdie tegnieke 'n onderneming behulpsaam kan wees ten einde sy kompeterende voordeel te behou. Die WGMT soos die Teorie van Beperkings (TOC), Net Betyds (JIT) en Totale Kwaliteit Beheer (TQM) word deeglik ondersoek en bespreek. Die navorser ondersoek voorts die moontlikheid om hierdie tegnieke toe te pas in 'n in beldienssentrum by 'n administrateur van mediese fondse. In 'n relatiewe kort periode het die navorser noemenswaardige en voortdurende produksie verbetering teweeg gebring deur die toepassing van WGMT. Die navorser het afgelei dat hierdie WGMT nie net beperk is tot die vervaardigings sektor nie, maar dat dit ook in die nie-vervaardigings sektor doeltreffend aangewend kan word.

South Africa is currently undergoing a process of change from a segregated education system to a more democratic system of education. The country is characterised by drastic policy shifts in the social, economic and political arenas. The problem that called for this research is that education managers at national, provincial, district, and circuit levels are facing challenges in the understanding, interpretation and implementation of education policies as they apply to support staff, educators, learners and their parents or guardians. Lack of access to and knowledge of acts, policies and procedures in educational leadership and management seem to impact negatively on the effective functioning of public schools in the provisioning of quality education in Limpopo province of South Africa. A qualitative research methodology coupled with ontology and epistemology theories were used in a phenomenological interpretive perspective. The rationale for choosing the qualitative approach was that the subject of this research study required data on the experiences, perceptions and views of the research participants. Three research instruments of data collection were employed, namely participant observation, document analysis and interviews. Purposive sampling was chosen to select the education managers as participants who were likely to be knowledgeable about and experienced in the phenomenon under study. Focus group and individual interviews were conducted with educators, education managers, and educator union representatives. I used content analysis method to catergorise data into themes. The findings in this study revealed that knowledge of the education policies is a pre-requisite for the implementation of such policies for quality education. It was evident that education managers have inadequate understanding of the formulation, interpretation and implementation of policies. Education managers had contrasting perceptions of education quality and divergent interpretationsof education policies. The deployment of circuit managers undermined the value of management qualifications, experience and expertise in such management posts. The absence of a policy enforcement agency and a lack of coordination within different levels of education management in the province have led to unresolved cases of misconduct and non-compliance with education policies. The researcher recommends that induction of newly appointed education managers, continuous training of the serving education managers, mentoring and monitoring of the implementation of education policies should receive priority for the provision of quality education in public schools. / Educational Leadership and Management / D. Ed. (Education Management)

Thesis (MPA (School of Public Management and Planning))--Stellenbosch University, 2008. / Research was conducted in this paper on organisational performance management. Various definitions are offered in order to provide an explanation to the topic. Different models on performance management were discussed including the balanced scorecard. The City of Cape Town was identified as a case study to ascertain how the provisions for the performance management system, as stipulated in legislation, were implemented. The use of the balanced scorecard was also reviewed. Officials were interviewed, as well as various documentation considered, dealing with performance management in the City of Cape Town. From the findings various recommendations were made to improve the performance management system.

Thesis (MPA (School of Public Management and Planning))--Stellenbosch University, 2008. / The Staff Performance Management System (SPMS) was introduced and implemented in the public service at the start of the 2003/2004 financial year. Apart from being called to align with the Constitution and other relevant acts, it signalled a change in approach and philosophy to measure performance. One of the aims of this new system was to assist in communicating and reinforcing the organisation strategies, values and norms and to integrate individual and corporate objectives. It also aims to ensure that employees are evaluated in terms of a system that is fair, objective, transparent and which provides equitable rewards and recognition. Prior to the implementation of the system it was envisaged that the SPMS should be a system that is characterised by the following: • Managers/supervisors provide leadership and integrate performance with other aspects of their work by accepting primary responsibility to manage the people entrusted to them. • Employees understand that their performance directly contribute to the ongoing success or the organisation. • Individual employees have a full understanding of their work responsibilities and the standards of work expected of them. • Individual employees receive regular and structured feedback on their performance. • Valued performance is recognised and rewarded. However, when the system was implemented no norms and standards were developed against which performance of staff at the Gene Louw Traffic College could be managed. The focal point of this study was to collect data on the current practices of the SPMS as implemented at the Gene Louw Traffic College in order to analyse the data and to identify possible challenges. The key question that stimulated this study is – How can the SPMS be improved to prevent low morale? Recommendations are made regarding the proper implementation of the system, development of norms and standards, SPMS training and incentives in order to alleviate low morale and inefficient performance.

Thesis (MPA)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: Like in many developing countries, youth development in South Africa is advancing towards becoming the central focus of government. The population figures illustrate a demographic dividend, or youth bulge as others would want to call it. A more pragmatic and aggressive approach to youth development for South Africa has never been more urgent than now. Municipalities by design are at the grassroots and the gateway for providing direct development interventions to the masses of the peoples of South Africa. Most of the municipalities in the country have started to take up this responsibility. There is, however, evidence that success in implementing youth development programmes is limited, owing mainly to the lack of performance management application at the local government level. This study is intended to explore a research problem defined as follows: “The absence of a tailor-made performance management for youth development leads to limited or no achievement of the set targets for youth development.” The study is started by exploring the literature on both the underlying areas of the study: youth development and performance management. Though youth development is a fairly new area, there has been progress in defining and conceptualizing both performance management and youth development in South Africa. Youth and youth development are defined respectively as young people between 14 and 35 years of age, and deliberate interventions to enable the youth to participate in the socio-economic wellbeing of the country and the world. Performance management is further defined as the process towards ensuring there is a concerted effort in the implementation of the predetermined plans. The researcher opted for the case study approach, using Nkangala District Municipality (NDM) as the case to explore the extent to which municipalities apply the prescripts and principles of performance management to the youth development programmes. The study sought to establish whether municipalities have performance management frameworks and systems, whether youth development matters are included and whether there are specific youth development performance measures in place. The literature shows that there is extensive work done on the area of performance management in local government in South Africa. The legislation compels all municipalities to have performance management systems and frameworks in place and adopted by the councils. The document review shows that in Nkangala District Municipality there is still a need to trickle down the application of the systems and framework. There is a need to ensure that youth development is included in the performance management process. Evidence from the study shows that there are still gaps to be addressed in as far as the district is concerned. Their application of the performance management framework and systems still needs to be cascaded to all staff members; the application must still be applied to youth development programme and youth development units. There is a need to align municipal planning with youth development. Youth participation still remains a challenge throughout the process of planning, implementation and reporting. Municipalities are suffering from attitudes that suggest that youths are simply recipients of hand-out products and services. Finally, the study suggest a Youth Development Performance Management Framework which will also integrate youth participation, monitoring and evaluation. / AFRIKAANSE OPSOMMING: Soos in baie ontwikkelende lande neig jeugontwikkeling in Suid-Afrika daarna om die sentrale fokus van die regering te word. Die bevolkingsyfers illustreer 'n demografiese dividend of jeug uitstulping (“youth bulge”), soos wat daarna verwys word. `n Meer pragmatiese en aggresiewe benadering tot jeugontwikkeling was nog nooit meer dringend vir Suid-Afrika as juis tans nie. Munisipaliteite, deur ontwerp, is op voetsoolvlak en die poort vir die verskaffing van direkte ontwikkelingsingrypings vir die meerderheid van mense in Suid-Afrika. Meeste van die munisipaliteite in die land het begin om hierdie verantwoordelikheid op te neem. Daar is egter bewyse dat sukses in die implementering van jeugontwikkelingsprogramme beperk is, veral as gevolg van die gebrek aan die aanwending van prestasiebestuur op die vlak van plaaslike regering. Hierdie studie is bedoel om die navorsingsprobleem gedefinieer as: “die afwesigheid van 'n pasgemaakte prestasiebestuurstelsel vir jeugontwikkeling lei tot beperkte of gebrekkige bereiking van die gestelde teikens vir jeugontwikkeling” Te verken. Die studie begin deur die literatuur te ondersoek op beide die onderliggende gebiede van die studie, jeugontwikkeling en prestasiebestuur. Hoewel jeugontwikkeling `n redelik nuwe gebied is, is daar vordering in die definiëring en konseptualisering van beide prestasiebestuur en jeugontwikkeling in Suid-Afrika. Jeug en jeugontwikkeling word gedefinieer as jong mense tussen 14 en 35 jaar oud en doelbewuste intervensies om die jeug in staat te stel om deel te neem aan die sosio-ekonomiese welstand van die land en die wêreld. Prestasiebestuur word gedefinieer as die proses om te verseker dat daar `n gesamentlike poging is vir die implementering van die voorafbepaalde planne. Die navorser het besluit op `n gevallestudie benadering, deur gebruik te maak van die Nkangala Distriksmunisipaliteit (NDM) om die mate waarin munisipaliteite die voorskrifte en beginsels van prestasiebestuur op die jeugontwikkelingsprogramme toepas te verken. Die studie poog om vas te stel of munisipaliteite prestasiebestuursraamwerke en stelsels het, of jeugontwikkelingsaangeleenthede ingesluit is en of daar spesifieke jeugontwikkeling prestasiemaatreëls in plek is. Literatuur toon dat daar uitgebreide werk gedoen is op die gebied van prestasiebestuur in plaaslike regering in Suid-Afrika. Die wetgewing verplig alle munisipaliteite om prestasiebestuurstelsels en raamwerke in plek te hê en goedgekeur deur die rade. Die dokumentêre hersiening toon dat daar in die Nkangala Distriksmunisipaliteit steeds `n behoefte daaraan is om die toepassing van die stelsels en raamwerk te laat deursyfer. Daar is `n behoefte om te verseker dat jeugontwikkeling ingesluit word in die prestasiebestuursproses. Bewyse uit die studie toon dat daar steeds gapings is om aan te spreek met betrekking tot die distrik. Die aanwending van die prestasiebestuursraamwerk en stelsels moet nog afgewentel word na alle personeellede. Die aanwending moet nog van toepassing gemaak word op jeugontwikkeling en jeugontwikkelingseenhede. Daar is 'n behoefte om munisipale beplanning in lyn te bring met jeugontwikkeling. Jeug deelname dwarsdeur die proses van beplanning, implementering en rapportering bly steeds 'n uitdaging. Munisipaliteite ly onder gesindhede wat daarop dui dat die jeug eenvoudig ontvangers is van produkte en dienste. Die studie stel ten slotte `n jeugontwikkeling prestasiebestuursraamwerk voor wat ook jeug deelname, monitering en evaluering sal integreer.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: In the face of increasing competition, Business Schools increasingly have to evaluate the quality of the service that they offer to current and prospective students. The most significant factor affecting an organisation's performance is the quality of its products and services in relation to the products and services of competitors. Measurement of service quality is a function of customer satisfaction, which in tum is based on a perception of how the service conforms to prior expectations thereof. A widely accepted method of quality assurance used in industry is ISO 9000 certification. For academic institutions the de facto method of providing confidence in the quality of the education they offer is through academic accreditation. The University of Stellenbosch Business School (USB) is unclear - in the light of its academic accreditations - of the benefits to be derived from implementing ISO standardisation within the organisation. The iso 9000 series is a set of quality standards, of which ISO 900 I: 2000 is one, which is primarily concerned with the quality management process. It deals with what the organisation does to enhance customer satisfaction by meeting customer and applicable regulatory requirements, and to continually improve the organisations performance in this regard. It is important to note that compliance with ISO standards is not intended to guarantee the quality of a product or service, it is however intended to provide confidence in the processes which produced or delivered the product or service. In evaluating the applicability of ISO 9000 in the service industry, it is concluded that there is little difference from how its standards and guidelines apply in manufacturing to how they apply in service industries. The USB is found to have implemented an extensive quality management system in order to attain various academic accreditations, most notably EQUIS accreditation. Thus from an academic perspective there would be little to gain from USB implementing ISO 9001: 2000, even though the standard is perfectly suited for academic environments. Where advantages would most likely be realised is in the peripheral business and support functions of the USB. / AFRIKAANSE OPSOMMING: In die aangesig van toenemende mededinging moet bestuurskole gereeld die kwaliteit van diens wat hulle aan huidige en voomemende studente bied, evalueer. Die mees veelseggende faktor in 'n organisasie se prestasie is hoe die kwaliteit van sy produkte en dienste vergelyk met die van sy mededingers. Die meet van die kwaliteit diens wat 'n organisasie lewer is 'n funksie van die tevredestelling van kliente, wat op sy beurt weer gebaseer is op insig tot die wyse waarop die diens ooreenstem met die oorspronklike verwagtinge daarvan. ISO 9000 sertifikasie word algemeen aanvaar in industrie as 'n betroubare maatstaf waarteen kwalitieit gemeet word. Vir akademiese instellings is die de facto metode om vertroue te wek in die kwaliteit van die opleiding wat hulle aanbied, deur middel van akademiese akkreditasie. Vir die Universiteit van Stellenbosch Bestuurskool (USB) is dit in die lig van hulle akademiese akkreditasie onduidelik wat die voordele verbonde aan die implementering van ISO standaardisering binne die organisasie sou wees. Die reeks ISO 9000 is 'n stel kwaliteitstandaarde, waarvan ISO 900 I: 2000 een is, en is hoofsaaklik gemoeid met die proses van kwaliteitsbestuur. Dit bemoei hom met die stappe wat 'n organisasie neem om klientebevrediging te bevorder deur die bereiking van die vereistes van beide sy kliente en die toepasbare voorskrifte. Dit is belangrik om daarop te let dat 'n onderworpenheid aan ISO standaarde geensins die bedoeling het om die kwaliteit van 'n produk of diens te waarborg nie - die oogmerk is egter om vertroue te wek in die prosesse wat die produk of diens veroorsaak of gelewer het. Deur die toepasbaarheid van ISO 9000 in die diensbedryfte evalueer, is dit vasgestel dat daar inderdaad min verskil is tussen die wyse waarop hierdie standaarde en riglyne van toepassing is in die vervaardigingsektor en hoe dit toegepas word in diensbedrywe. Dit is vasgestel dat USB 'n verreikende kwaliteitsbestuursisteem in werking het om verskeie akademiese akkreditasies te bekom, veral die EQUIS akkreditasie. Die gevolgtrekking is dat daar vanuit 'n akademiese oogpunt min rede is vir USB om ISO 900 I: 2000 te implementeer, selfs al is hierdie standaard goed van toepassing op 'n akademiese omgewing. Waar dit tot sy beste voordeel toegepas kan word, is in die omliggende sake- en ondersteuningsfunksies van USB.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This is a report on the implementation of the Balanced Scorecard (BSC) in the City of Cape Town. Based on the experiences and perceptions of a sample of middle managers. the report highlights the various issues which impact on the BSC at local government level. The report focuses on the implementation of the BSC in one Directorate. namely the Community Services Directorate. Appropriate reccmmendations are made based on the findings of the research. The literature review places the BSC in the ccntext of the infonmation age. where companies were seeking a more holistic tool to plan, monitor and measure how strategy is implemented. The theoretical basis of the BSC is outlined. This contains a brief overview of how the public sector internationally adopted the BSC. The report proceeds by addressing the legislative framework within which municipalities operate in South Africa with regard to Performance Management. It is within this context that the City Of Cape Town adopted the BSC. The implementation of the BSC for the City of Cape Town is placed within the context of its Organisational Performance Management System. This literature review concludes by highlighting the challenges and critical success factors with the implementation of the BSC. The methodology used in the research was content analysis. The experience and perception of the research population. in relation to the implementation of the BSC in the City of Cape Town. was analysed. Data was collected through open ended, semi-structured interviews. The issues highlighted in the literature review were used as the basis for the interviews. Inferences were drawn from responses solicited in the interviews. The report found that there is a correlation between the issues highlighted in the literature and what emerged in the course of the research. The issues that impact on the implementation of the BSC revolve around process. structure and people. Accordingly the researcher makes appropriate recommendations to address these issues in the City of Cape Town. Finally, areas for future research are identified. / AFRIKAANSE OPSOMMING: Hierdie verslag handel oor die implementering van die Gebalanseerde Prestasie Skedule (GPS) vir die Stad Kaapstad. Die verslag beklemtoon verskeie aspekte wat 'n impak het op die GPS by plaaslike owerhede en is baseer op 'n steekproef oor die ondervindinge en persepsies van 'n bepaalde middelvlakbestuursgroep. Hierdie verslag fokus op die implementering van die GPS in een van die Direktorate, naamlik die Direktoraat: Gemeenskapsdienste. Toepaslike aanbevelings word gemaak opgrond van die navorsingsbevindinge. Die literatuur oorsig plaas die GPS in die konteks van die inligtingsera, waar maatskappye opsoek is na 'n holistiese benadering vir beplanning, monitering en om implementeringstrategiee te meet. Die teoretiese basis van die GPS word ook uiteengesit. Dit bevat 'n kort oorsig oor hoe die openbare sektor die GPS internationaal aanvaar het. Voorts handel die verslag oor die wetgewende raamwerk waarbinne munisipaliteite in Suid-Afrika moet beweeg rakende Prestasiebestuur. Dit is binne hierdie konteks wat die Stad Kaapstad die GPS aanvaar het. Die implementering van die GPS vir die Stad Kaapstad vind plaas binne die konteks van sy Organisatoriese Prestasiebestuurstelsel. Die literatuur oorsig eindig deur die uitdagings en kritiese sukses faktore met die implementering van die GPS te beklemtoon. Die metodologie wat tydens die navorsing gebruik was, is die inhoud-ontleding. Die ondervindinge en persepsies van die navorsings steekproefgroep, in venhouding tot die implementering van die GPS by die Stad Kaapstad, was ontleed. Inligting is bekom deur middel van oop vrae tydens semigestruktureerde onderhoude. Aspekte wat tydens die literatuur oorsig beklemtoon was, is gebruik as basis vir onderhoudvoering. Gevolgtrekkings is gemaak van respondente se kommentaar en antwoorde tydens onderhoudvoering. Die verslag dui aan dat daar 'n korrelasie bestaan tussen die aspekte wat beklemtoon word in die literatuur en wat tydens die navorsing aan die lig gebring is. Aspekte wat 'n impak het op die implementering van die GPS is prosesse, strukture en mense. Gevolglik maak die navorser toepaslike aanbevelings om hierdie aspekte binne die Stad Kaapstad aan te spreek. Laastens word sekere areas geidentifiseer vir toekomstige navorsing.

Study of the critical factors for TQM implementation throughout the years, and longitudinal analysis of secondary quality winners of prestigious awards such as the Malcolm Baldrige National Quality Award (MBNQA), is important. The longitudinal analysis in this research will enable verification that there are generic critical factors (CFs) for TQM implementation and generic critical areas of measurement (CAM) that if implemented fully and successfully will deliver excellence. Also, it will enable verification that these generic CFs help to ensure sustainable performance and this could help in answering how excellent organisations sustain their performance constantly. By studying what excellent organisations measure and what they place emphasis on throughout the year, the study will document measurements that have been used to sustain excellence and will consider empirically how these have led to tangible results over a period of twenty years; the study will examine MBNQA winners from 1988 until 2008. Finally, an excellence maturity assessment tool 'assessment software' was developed as result of examining winning case studies over a long period of time, lists of critical factors of implementation (CFI) and critical areas of measurement (CAM) were extracted and used accompanied by the EFQM Excellence Model, and Zairi's two model 'Index of Excellence' and 'Ladder of Excellence'. This formed the basis of the assessment tool developed; companies through this will be able to understand their level of excellence implementation and their position compared to world class organisations.

published_or_final_version / Business Administration / Master / Master of Business Administration

當世界各國面臨政府組織龐大、財政日益艱難、施政績效不彰及人民期待落差等施政困境之際，1980年代興起了公共管理風潮，如企業型政府、政府再造等行政改革的理論，提供了主政者解決紛沓而至的問題之施政途徑。而我國政府在這股波淘洶湧的公共管理浪潮中，恭逢其盛，亦運用公共管理途徑，解決施政的難題。民國八十五年政府重新規劃為民服務工作的作法，並強化其實踐務實的行動步驟，研擬完成「全面提升服務品質方案」（以下簡稱方案），自八十六年一月開始推動執行，希以全面品質管理方法推動革新，帶給政府服務工作嶄新面貌。於八十七年訂頒行政院服務品質獎，每年度訂定評獎計畫，以獎勵具績效卓著的機關。由於此方案係我國行政機關首度引進全面品質管理理論，且實施範圍之廣也前所未有，該項組織發展干預技術能否在行政機關成功實施，能否對我國行政效能之提昇有所助益，並進而提昇國家競爭力，廣受注意，值得研究。 本論文主要的研究目的有四項： （一）首先對理論進行檢閱，討論全面品質管理理論，以此為基礎，對政府規劃全面提升服務品質方案的情形，希能研析其中的效益及缺失，以了解該項組織發展干預技術在我國政府實施的經驗；希能建立屬於我國行政機關實施全面品質管理政策面、制度面的經驗模式，以便於與世界接軌。 （二）探討各國為民服務措施申心理念及內涵，及另研析外國品質獎的作法，以供我國參採。 （三）對於全面提升服務品質方案之執行機關，探討其落實該方案時所遭遇到的困難或問題，並試圖從理論上及實務上尋求解決或改進之道。 （四）了解行政機關追求行政院服務品質獎的歷程，研析該獎項的內涵，參採國內外重要品質獎的作法，建立行政院服務品質獎卓越模式，以使該獎項能成為提升服務品質重要激勵措施。 本研究分為五大部分：第一部分先進行文獻探討，就行政革新、全面品質管理理論、ISO90000品質保證制度相關理論研析。第二部分就各國為民服務措施進行資料分析。第三部分則是分析各國服務品質獎作法。第四部分則以我國為民服務措施推動的現況進行探析。主要以民國八十五年引進全面品質管理理論提升為民服務品質，研訂全面提升服務品質方案，並設行政院服務品質獎以鼓勵執行機關，歷經四年來，各主管機關及所屬的執行機關執行情形進行分析。第五部分為問卷及訪談資料分析：為瞭解政策面及執行面機關在推動方案，與獎勵措施有何效益及困難，設計結構式開放性問卷，問題也以選取對象分類，惟僅部分問題因訪談機關層級和對象不同而有差異。而問卷題綱設計架構（如圖6-1），分為六大部分，(1)政策規劃機關：方案及行政院服務品質獎評獎計畫規劃機關，即行政院研考會；(2)中央及地方主管機關：負責實施計畫、督導及初審所屬執行機關的機關；(3)品質獎得獎機關：以八十九年得獎機關為主；(4)參加未得獎機關：以八十九年參獎未得獎機關為對象；(5)未曾參加機關：自服務品質獎舉辦以來，歷年未曾參加的機關；(6)行政院服務品質獎評審小組實地評審委員。進行深度訪談；另輔以郵寄問卷前述第(2)至第(5)四類型機關，經整理並分析出其間存在的問題及現象。 依上述的分析最後在理論方面、政策面及執行面提出研究發現及建議，（一）理論方面：全面品質管理理論運用於公共部門，仍要注意其公共的特性。可結合學習型組織理論。公共服務的獎勵計晝是公共管理改革的關鍵要素之一。結合公部門人力資源管理。及運用知識管理建構政府政策知識管理制度等方面，值得進一步研究；（二）政策面：1.對全面提升服務品質方案建議：如結合人事制度、施政計晝及重點、運用人力資源發展、採深層結構改革作法。2.對行政院服務品質獎品獎計畫的建議：(1)評審項目可部分由機關自訂。(2)獎勵措施結合考績、績效獎金、陞遷及公假等人事措施。(3)標竿型與鼓勵型並重。(4)採行所得分享獎勵型式。(5)與國家品質獎合作。建構行政院服務品質獎卓越模式等等。（三）執行面：就主管機關如何加強所屬機關推動方案，以提升服務品質提出建議。 關鍵詞：品質(quality)、服務品質(service quality)、全面品質管理(Total Quality Management)、行政機關(administrative agencies)、為民服務(public service)、績效(performance)