M.Tech. (Operations Management) / This study has demonstrated that continuous quality improvement and total quality management are the names for a philosophy of management that aims to help outcomes in both the individual and organizations of all kinds, eliminating quality waste during health care delivery service. In an effort to make a contribution to addressing the current challenges, areas of poor patient and lack of quality health care are explored in this study. Patients and healthcare professionals‟ views on Quality Management (QM) practices are also explored. Therefore, for the purposes of this dissertation, the researcher has expanded the QM definition. The poor patient care and shortage of skilled nursing practitioners‟ in nursing has indicated the need for top management commitment to measure, improve and provide high-quality health care for all its citizens. This is mainly due to lack of quality knowledge and skills, patients‟ education, and communication skills. In addition, no formalised framework exists on how quality of care in the context of nursing should occur, despite policy on quality health care being a legal requirement (National Department of Health, 2007:11). The purpose of this dissertation was to evaluate quality management practices in the Ekurhuleni Metropolitan Municipality public hospitals. Quality management for health care delivery in public hospitals in Gauteng Department of Health was determined and conceptualised and a framework developed on which the improvement of a quality strategy could be based. Altogether three (3) public hospitals throughout Gauteng Ekurhuleni region participated in this dissertation. A triangulation approach was adopted to collect data, analyse and answer the research questions. In this dissertation both quantitative and qualitative methods of data analysis were employed to analyse data derived from self-administered (open and closed) questionnaires, whilst semi-structured interviews were also conducted with the hospital unit manager (see Annexure 1 & 5).This, in turn, increased the validity of the empirical study part of this dissertation and enhanced the rigorous use of both quantitative and qualitative data.

Total Quality Management (TQM) is both enthusiastically praised and severely criticised in the management literature. The current study discusses various problems related to TQM and suggests a model for TQM to attempt to alleviate these problems. This model integrates quality and environmental management basing the system on a combination of the ISO 9002 and ISO 14001 standards. A number of perspectives, which are consequences of the model, are discussed, including integration, participation and multi-criteria decision making. Different strands of Systems Theory are presented as providing insights that should assist in successfully addressing these perspectives. General Systems Theory is described as providing perspectives regarding integration and Soft Systems Thinking as providing perspectives regarding participation. Multi-Criteria Decision Making (MCDM) methodologies are not normally seen as part of Systems Thinking but the compatibility of these two approaches is argued and the utility for TQM of the link between MCDM and Systems Thinking indicated. Critical Systems Thinking is suggested as providing the theoretical perspectives to define a multimethodology framework linking three methodologies, Soft Systems Methodology (SSM), Strategic Assumptions Surfacing and Testing (SAST) and Analytic Hierarchy Process (AHP). This framework is suggested as providing the diversity of perspectives needed to promote participation in the process and to give a sense of direction in the multifaceted management intervention on the problem of progressing toward a combined ISO 9002114001 system. T!Us framework was implemented at Mondi Kraft, Richards-Bay Mill via three workshops following an Action Research based process. This process is described and the data emanating from the workshops analysed and discussed. The process succeeded in the objective of promoting organisational learning on two levels. First, the introduction of the three new methodologies increased management knowledge by providing extra problem solving methods. Second, the issues and models discussed during the workshops heightened management awareness of quality and environmental matters across a wide front and, through the AHP ratings, management was able to prioritise these issues for later action. A number of recommendations and items for possible further research flowed from this study and are discussed. / Thesis (M.Comm.) - University of Natal, Pietermaritzburg, 1998.

by Wong Yuen-yee Grace. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves ). / ABSTRACT --- p.i-ii / TABLE OF CONTENTS --- p.iii-iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.4 / Official Documents --- p.4 / Interviews --- p.5 / Personal Observations --- p.7 / Chapter III. --- THE SETTING: HAVI GROUP (FAR EAST) LP --- p.8 / Perseco Asia-Pacific --- p.9 / Performance Designs --- p.10 / HAVI Food Services (Hong Kong) Ltd --- p.11 / BDP Asia-Pacific --- p.12 / HAVI Group Services --- p.13 / Current Staff of the Hong Kong Headquarter --- p.14 / Chapter IV. --- TOTAL QUALITY IN HAVI GROUP (FAR EAST) LP --- p.15 / History of TQP Development in the Far East Div --- p.16 / Awakening --- p.16 / Active --- p.18 / Definition of Total Quality --- p.2l / Total Quality as in the Employees' Eyes --- p.24 / Chapter V. --- PERFORMANCE MANAGEMENT IN HAVI GROUP (FAR EAST) LP --- p.28 / Performance Appraisal --- p.29 / Reward System --- p.34 / Training and Development --- p.38 / Chapter VI. --- REVIEWING THE PERFORMANCE APPRAISAL IN HAVI GROUP (FAR EAST) LP --- p.39 / Work of the Performance Review Task Force in 1993 --- p.40 / Continuing the Review in 1994 --- p.43 / Chapter VII. --- COMMENTS AND RECOMMENDATIONS --- p.46 / Performance Appraisal --- p.47 / For Managers --- p.48 / For General Staff --- p.50 / Common Aspects --- p.51 / Reward System --- p.53 / Training and Development --- p.57 / Chapter VIII. --- CONCLUSION --- p.59 / BIBLIOGRAPHY --- p.60-61 / APPENDICES --- p.62

by Ng Mei Po Mabel. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leave 51-52). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- PROBLEM IN FOCUS --- p.3 / Chapter III. --- SCOPE OF STUDY --- p.7 / Chapter IV. --- RESEARCH METHODOLOGY --- p.8 / Chapter V. --- ORGANISATION OF INFORMATION TECHNOLOGY SERVICES DEPARTMENT --- p.8 / Function --- p.8 / Mission --- p.8 / Organisation Structure --- p.8 / Personnel Schedule --- p.8 / Requests for Computerisation --- p.10 / Departmental IS Strategic Planning --- p.10 / Microcomputer Systems and Items --- p.10 / Mainframe Systems and Mid Range Systems --- p.10 / Chapter VI. --- SYSTEMS DEVELOPMENT LIFE CYCLE --- p.12 / Introduction --- p.12 / Detailed Description --- p.15 / What is SSADM+ in ITSD ？ --- p.22 / Implementation of SSADM+ in ITSD --- p.26 / Chapter VII. --- THE ROAD TO ACHIEVE IS09001 --- p.28 / The Principal Concepts and Significance of IS09000 --- p.28 / Why is IS09000 Recommended to be Necessary for ITSD? --- p.29 / Overview of the Feasibility of Applying IS09000 in ITSD --- p.30 / Recommendations --- p.35 / Problems of Study --- p.38 / APPENDIX --- p.39 / BILIOGRAPHY --- p.51

by Hui See-mun Alice. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.3 / Chapter III. --- TOTAL QUALITY MANAGEMENT - AN OVERVIEW --- p.5 / Importance of Quality to banks --- p.5 / History of TQM --- p.7 / Definitions on Quality.......: --- p.9 / Definitions of Total Quality Management --- p.10 / Critical factors for a successful TQM program --- p.14 / Chapter IV. --- TQM IN CHASE MANHATTAN BANK --- p.18 / Reasons for implementing TQM in Chase --- p.18 / Fundamental principles and values of Chase TQM --- p.18 / TQM implementation in Hong Kong --- p.23 / Chapter V. --- EVALUATION AND RECOMMENDATIONS --- p.29 / Evaluation of the system --- p.29 / Recommendations --- p.33 / Chapter VI. --- CONCLUSION --- p.39 / APPENDIX / Chapter 1. --- Overview of ISO 9000 --- p.41 / Chapter 2. --- HKMA Quality Award Criteria Framework --- p.43 / Chapter 3. --- TQM plan --- p.44 / Chapter 4. --- Problem solving process 8c Quality improvement process --- p.45 / Chapter 5. --- Deming's 14 principles --- p.46 / Chapter 6. --- Juran's 10 steps in quality improvement --- p.47 / Chapter 7. --- Crosby's 14 steps in quality improvement --- p.48 / Chapter 8. --- Malcolm Baldrige Award assessment system --- p.49 / BIBLIOGRAPHY --- p.51 / LIST OF ILLUSTRATIONS / Figure 1. Framework of Chase TQM --- p.19 / Figure 2. Plan-Do-Check-Act Cycle --- p.21 / Figure 3. TQM Plan --- p.44 / Figure 4. Problem Solving Process --- p.45 / Figure 5. Quality Improvement Process --- p.45

by Yip Hon-leung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 113-116). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGEMENTS --- p.vi / LIST OF ILLUSTRATIONS --- p.vii / LIST OF TABLES --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Basic Organization of this Project --- p.3 / The Case Background --- p.4 / Chapter II. --- METHODOLOGY --- p.7 / Basic Scope of the Study --- p.7 / Basic Approach --- p.8 / Confidentiality --- p.9 / Preliminary Literature Search --- p.9 / Chapter III. --- LITERATURE REVIEW --- p.10 / Deming's Fourteen Paints --- p.12 / Shewhart (Deming) Cycle --- p.17 / Juran's Trilogy --- p.20 / Crosby's Fourteen Steps --- p.23 / Ishikawa and Feigenbaum on Total Quality Control --- p.28 / TQM Examples --- p.30 / Chapter IV. --- STUDY FINDINGS --- p.38 / TQM Program of CLP as a Whole --- p.38 / TQM Organization and Major Activities --- p.39 / Total Quality Awareness Training --- p.40 / Transmission Projects Department --- p.44 / Pilot Improvement Team --- p.53 / Team Training --- p.53 / Team Process --- p.56 / Team Recommendation and Presentation --- p.61 / Implementation --- p.64 / View-points of the Team Members --- p.66 / Further Development --- p.69 / Chapter V. --- DISCUSSION --- p.71 / Adherence to Deming's Fourteen Points --- p.71 / Implementation Framework --- p.76 / The Cost Reduction Issue --- p.78 / Totality of TQM --- p.85 / Chapter VI. --- CONCLUSION --- p.90 / TQM Approach of CLP --- p.90 / TQM Approach for Project Management --- p.92 / Implications --- p.95 / APPENDICES / APPENDIX 1 : CLP'S SUPPLY AREA --- p.98 / APPENDIX 2 : SOME OPERATING DATA ABOUT CLP --- p.99 / APPENDIX 3 : CLP'S VISION --- p.100 / APPENDIX 4 : MISSION STATEMENT OF CLP --- p.101 / APPENDIX 5 : ORGANIZATION OF TPD --- p.102 / APPENDIX 6 : EXAMPLE OF A MASTER PROJECT PROGRAM OF TPD --- p.103 / APPENDIX 7 : TEAM CHARTER OF PILOT IMPROVEMENT TEAM --- p.104 / APPENDIX 8 : VALUES / GROUND RULES OF THE TEAM --- p.105 / APPENDIX 9 : PROPOSED WORK SCHEDULE OF TEAM --- p.106 / APPENDIX 10 : TRANSMISSION PROJECTS PROCESS MAP --- p.107 / APPENDIX 11 : PARETO CHART OF SUBSTATION PROJECT COSTS --- p.109 / APPENDIX 12 : FISHBONE DIAGRAM OF PROJECT COST ELEMENTS --- p.110 / APPENDIX 13 : POSSIBLE COST REDUCTION AREAS --- p.111 / APPENDIX 14 : PRIORITIZED LIST OF PROJECT COST REDUCTION OPPORTUNITIES --- p.112 / BIBLIOGRAPHY / Books --- p.113 / Periodicals --- p.115

by Yau Chi Shing Danny. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 77-82). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I --- INTRODUCTION --- p.1 / Company Background --- p.3 / From ISO 9000 Accreditation to TQM --- p.5 / Approach to Implementation of TQM --- p.6 / Methodology --- p.7 / Purpose of Study --- p.7 / Self-Assessment --- p.8 / Interviews --- p.10 / Chapter II --- LITERATURE REVIEW --- p.12 / What is TQM --- p.12 / What is Quality --- p.12 / The TQM Gurus --- p.14 / The Benefits of Implementing TQM --- p.15 / Elements of TQM --- p.18 / Tools and Models for TQM Implementation --- p.19 / Critical Success Factors for TQM Implementation --- p.21 / Why TQM Programs Sometimes Fail --- p.24 / Is ISO 9000 a Prerequisite for TQM --- p.25 / Chapter III. --- DATA ANALYSIS AND INTREPRETATION --- p.27 / Mission and Objectives --- p.27 / Developing of Mission Statements --- p.28 / Core Values --- p.29 / Goal Setting and Benchmarking --- p.30 / Customer Focus and Satisfaction --- p.31 / Market Share and Customer Attrition Rate --- p.32 / Customer Satisfaction Drivers --- p.33 / Customer Dissatisfaction Drivers --- p.35 / Development of Action Plans to Promote Customer Satisfaction Drivers and Minimising Customer Dissatisfaction Drivers --- p.37 / Development of Service Pledges --- p.38 / Measuring the Views on Quality of Service of Internal Customers --- p.39 / Operational Performance and Process Improvement --- p.40 / Actions taken to Increase Direct Interaction with Customers --- p.41 / Process Improvement --- p.43 / Human Resources --- p.44 / Staff Opinion Survey --- p.44 / Performance Management System --- p.47 / Staff Suggestion Scheme --- p.49 / Information and Analysis --- p.50 / Executive Leadership --- p.51 / TQM-Critical Success Factors and Encountered Difficulties --- p.54 / Chapter IV. --- CONCLUSION --- p.56 / An Overview on TQM Self-Assessment Study --- p.56 / Success Factors for TQM --- p.58 / Readiness of an Organization for TQM --- p.58 / Resistance to Cultural Change --- p.59 / Need for Effective Measurements --- p.61 / Need for Effective Communications --- p.62 / Need for Effective Teaming --- p.63 / Need for Senior Management Commitment and Effective Leadership --- p.64 / Need for Expertise Advice and Guidance --- p.65 / Closing --- p.66 / APPENDIX --- p.67 / Chapter Appendix 1 : --- TQM Self-Assessment Questions for Interviews --- p.67 / Chapter Appendix 2 : --- TQM Gurus - Dr. Dealing's Contributions --- p.72 / Chapter Appendix 3 : --- TQM Gurus - Juran's Contributions --- p.74 / Chapter Appendix 4 : --- TQM Gurus - Crosby's Contributions --- p.76 / BIBLIOGRAPHY --- p.77

published_or_final_version / Business Administration / Master / Master of Business Administration

by Li Sau-fan, Elsie. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 74-76). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / ACKNOWLEDGEMENTS --- p.viii / Chapter / Chapter I. --- BACKGROUND AND STATEMENT OF THE PROBLEM --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.7 / Definition of Quality --- p.7 / "Selected Approaches to ""Quality""" --- p.8 / W. Edwards Deming --- p.8 / Philip B. Crosby --- p.12 / Deming vs. Crosby: Conflict or Synthesis --- p.15 / Chapter III. --- MODERN APPLICATION OF THE DELIVERY OF QUALITY MANAGEMENT IN SERVICE --- p.17 / Applying Statistical Control Philosophies to Service Quality Assessment --- p.18 / Background --- p.18 / A Gap Orientation to Service Quality --- p.23 / An Example --- p.26 / Managerial Implications and Recommendations --- p.29 / Selecting an Appropriate Approach to TQM Implementation --- p.30 / The Organization Alignment Model --- p.32 / Implementation --- p.41 / Chapter IV. --- CASE STUDY --- p.43 / One : Rank Xerox Hong Kong --- p.43 / The Quality Planning Process --- p.44 / Leadership Through Quality Programme --- p.44 / Management Commitment --- p.45 / A Strategic Focus on Internal and External Customers --- p.45 / Problems Encountered and Remedies --- p.46 / Conclusion --- p.47 / Two : American Express --- p.48 / The Magnitude of Quality Service in Amex --- p.48 / Late 1970's: Quality Assurance Programme --- p.49 / Current Approach: Teamwork Approach to American Express Quality Leadership (AEQL) --- p.50 / Chapter V. --- IMPLICATIONS FOR FUTURE IMPLEMENTATION OF TQM --- p.54 / Five Tenets of TQM --- p.54 / A Strategic Approach to Quality --- p.56 / Conclusion --- p.58 / APPENDIX --- p.59 / BIBLIOGRAPHY --- p.74

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration