M.Com. / Please refer to full text to view abstract

M.Com. (Business Management) / Please refer to full text to view abstract

M. Eng. (Engineering Management) / Total Quality Management (TQM) is a managerial approach that views quality to be a result of integrating all organisational activities e.g. engineering, manufacturing, marketing and administration work. It aims broadly at maintaining and improving quality standards and to achieve customer satisfaction. TQM’s major components are quality planning, quality control and quality improvement. Quality control is responsible for transforming quality planning and quality improvement outcomes into daily routine work. However, quality control can be implemented by systematically going around the Plan, Do, Check, Act (PDCA) control cycle, with which organisation may achieve continuous small steps of improvement. An entire enterprise can be better controlled when it is regarded as a set of processes. Process is controlled by the same systematic way of implementing PDCA cycle. Some tools are suggested in this dissertation to control processes. These are statistical process control (SPC), root cause analysis (RCA) and the Feedback Loop. Beyond information gleaned from literature on quality control a case study of a steel manufacturing and construction firm is also presented. Some areas for improvement in the quality arena of this firm are identified based on the results of quality management gained from literature.

The term "empowerment" is frequently used by organizational researchers, management practitioners, and consultants. However, despite the popularity of the term, there is a lack of empirical work and no generally accepted definition. As part of a thorough multi-disciplinary literature review, fourteen different conceptualizations for the term empowerment were discovered and classified into four categories: Micro (intra-psychic), Meso (relational-interactive), Macro (structural), and Misnomer (bogus). As a result of this work, both a new definition and a multi-level process model of empowerment are offered. Empowerment is defined here as an enhancing and energizing context specific process that expands an individual's power and feelings of trust, is usually facilitated by another, and results in increased levels of self-esteem, self-efficacy and other characteristics related to personal growth and control, which eventually lead to outcomes such as performance and satisfaction. The proposed multi-level process model postulates that the process of empowerment is driven by changes in information, responsibility, and active belief, and mediated by intra-psychic factors. This model was empirically tested in a between-subject, pre-test, post-test simulation design. Over a period of three weeks 135 graduate students completed a novel application of in-basket exercises, within which an empowerment manipulation was embedded. This manipulation included increasing information, responsibility, and active belief for the empowered manipulation and decreasing these three components for the disempowered manipulation. Multivariate analysis of variance revealed that, as predicted, the manipulation had a significant impact on the three mediating intra-psychic factors (self-efficacy, self-esteem, and locus of control) and an analysis of variance found significant results in the predicted direction on the dependent variable of job satisfaction. Regression analyses revealed the predicted mediation relationship between the intra-psychic variables and the dependent variable of job satisfaction. However, none of the analyses yielded significant results for the performance measures (initiative, sensitivity, planning and organizing, delegation, administrative control, problem analysis, judgement, and decisiveness). Several potential explanations are offered for these results, including a motivational interpretation which focuses on participant's motivation directionality. Theoretical and practical implications for these results are discussed as well as directions for future research. / Business, Sauder School of / Graduate

by Law Po-yee, Annie and Li Lai-fong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.ii / ACKNOWLEDGEMENT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objective of Study --- p.1 / Scope of Study --- p.2 / Background --- p.2 / Development of ISO 9000 --- p.4 / Concept of ISO 9000 --- p.5 / Chapter II. --- LITERATURE REVIEW --- p.9 / The Experience of Singapore --- p.9 / The Experience of U.S. and Canada --- p.11 / The Experience of Hong Kong --- p.13 / Chapter III. --- METHODOLOGY --- p.17 / Secondary Data Source --- p.17 / Primary Data Source --- p.21 / Chapter IV. --- FINDINGS AND LIMITATIONS --- p.24 / Findings from Questionnaires and Interviews with Respondents --- p.24 / Experience of a Consultant : HKPC --- p.31 / Experience of the Registrar : HKQAA --- p.33 / Limitations --- p.37 / Chapter V. --- CONCLUSIONS AND RECOMMENDATIONS --- p.39 / APPENDIX --- p.46 / BIBLIOGRAPHY --- p.51

by Cheung Chi-leung Stanley, Ha Wai-Hung Michael. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 78-79). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / ACKNOWLEDGMENTS --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Company Background --- p.3 / Objective and Methodology --- p.9 / Chapter II. --- WHAT IS MRP II --- p.12 / Chapter III. --- MRP II SYSTEM IN XYZ COMPANY --- p.15 / Chapter IV. --- THE INVENTORY PROBLEMS --- p.22 / High Level of Excess and No Current Use Inventory --- p.23 / Engineering Changes --- p.23 / Forecast Fluctuation --- p.26 / Customer Order Cancellation --- p.28 / Management Reluctant to Write Off --- p.29 / Long Lead-Time of Components --- p.30 / Active Inventory Level Higher Than Management Expectation --- p.31 / Incorrect Purchase Order Time Bucket --- p.33 / Inefficient Re-scheduling Activities --- p.35 / Inefficient Time Fencing --- p.38 / Ineffective Control --- p.38 / Vendor Early Deliveries --- p.39 / Ineffective Priority of Purchasing Activities --- p.40 / Ineffective Follow-Up of Discrepancies --- p.40 / Unable to Project Inventory Within Tolerance --- p.41 / Alternative Parts --- p.42 / Goods in Transit --- p.48 / Consumption of Active Inventory and Reconciliation of Supply and Demand --- p.49 / Inaccurate Inventory Record --- p.52 / Space Limitation --- p.53 / Staff Training --- p.55 / Policies and Procedures --- p.57 / Cycle Counting --- p.57 / Chapter V. --- SUMMARY OF OBSERVATION --- p.60 / BIBLIOGRAPHY --- p.78

by Chan Ka-leung and Wong King. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 92-94.

by Wong Kung-Hin, Caleb. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 55-56). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / ACKNOWLEDGEMENTS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Quality--A Historical Perspective --- p.1 / Rise of Quality System Standards --- p.2 / ISO 9000 Series --- p.4 / Architecture of ISO 9000 Series of Standards --- p.5 / The Registration Process --- p.7 / Significance of ISO 9000 --- p.8 / Chapter II. --- METHODOLOGY --- p.13 / Purpose of the Paper --- p.13 / Literature Review --- p.14 / Chapter III. --- IMPLEMENTATION OF ISO 9002 --- p.16 / Company Profile --- p.16 / Selection of Standard --- p.18 / Overview of ISO 9002 --- p.19 / Process of Implementation --- p.20 / Selection of Registration Body --- p.26 / Hints to Successful Implementation --- p.27 / Cost and Benefit of Implementation --- p.33 / Limitation of ISO 9000 --- p.37 / Comparison of ISO 9000 and Malcolm Baldrige National Quality Award --- p.38 / Chapter IV. --- CONCLUSION --- p.43 / APPENDIX 1 History of QA Standards --- p.51 / APPENDIX 2 Adoption of ISO 9000 --- p.52 / APPENDIX 3 Asia Pacific Lens Plant Management Organization --- p.53 / APPENDIX 4 Asia Pacific Lens Plant Process Flow --- p.54 / BIBLIOGRAPHY --- p.55

The purpose of this case study was to explore the quality enhancement plan (QEP) process and its influence on student learning of critical thinking and the institutional environment from the perspective of key stakeholders at two community colleges accredited by the Southern Association of Colleges and Schools Commission on Colleges (the Commission). Key stakeholders were defined as faculty, staff, and administrators who had direct and continuous involvement with the development and/or implementation of the QEP. This was accomplished through document reviews and analysis of interviews. The study was guided by intertwined quality assurance systems accountability, accreditation, and assessment, and six of Deming’s (1986) total quality management principles. These principles are: (1) customer, (2) training and development, (3) teamwork, (4) measurement, (5) improvement, and (6) leadership (Bosner, 1992; Deming, 1986; Marchese, 1991; Sallis, 2002). / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2015. / FAU Electronic Theses and Dissertations Collection

by Ling Ho-Wan Howard, Ryoo Byung-Hoon. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 72-74). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / PREFACE --- p.viii / Chapter / Chapter I. --- IT PROFILE OF HONG KONG --- p.1 / IT Penetration in2002 --- p.1 / Government Initiatives --- p.2 / Software Industry of Hong Kong --- p.2 / Chapter II. --- IT STRATEGY --- p.5 / IT Strategy - 3 Check Points --- p.5 / Flexible Platform --- p.5 / Strategy vs. ROI --- p.8 / Outsourcing or Internal Development --- p.9 / Quality Management System ´ؤ Instituting Best Practices --- p.10 / Deming's 14 Points --- p.11 / The Juran Trilogy --- p.12 / Crosby's 14 Quality Steps --- p.13 / Chapter III. --- SOFTWARE QUALITY MANAGEMENT - CMM --- p.16 / Software Development Project --- p.16 / Software Project Process Model --- p.17 / Software Quality Management --- p.19 / Capability Maturity Model (CMM) --- p.20 / Bootstrap 3.2 --- p.23 / Trillium --- p.25 / ISO 9001/TickIT --- p.26 / SPICE --- p.27 / Chapter IV. --- CMM PRACTICES IN THE WORLD --- p.29 / The CMM Practices - Worldwide --- p.29 / Two studies on Software Process Management in Taiwan --- p.32 / Software Process Management in Taiwan: A Longitudinal Study of Top 1000 Companies --- p.32 / Software Project Process Management Maturity and Project Performance --- p.34 / Chapter V. --- SOFTWARE PROCESS MANAGEMENT IN HONG KONG --- p.36 / The CMM in Hong Kong --- p.37 / Case Studies on the SPM in Hong Kong --- p.41 / Case 1: Dow Chemical --- p.41 / Case 2: Oracle Hong Kong --- p.44 / Case 3: Bentley Systems Inc. (Hong Kong) --- p.48 / Case 4: i-Cable --- p.50 / Case 5: SinoPac Securities (Asia) Ltd --- p.53 / Implications of the Statistics --- p.55 / Factor comparison of mean value --- p.56 / Implications --- p.58 / Chapter VI. --- CONCLUSION --- p.60 / APPENDIX --- p.62 / BIBLOGRAPHY --- p.72