by Huang Zilong, Mok Gar Lon Francis, Yip Kin Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 66-67). / Introduction / Forward --- p.1 / Methodology --- p.3 / What is Process Management --- p.4 / Definition of process --- p.4 / An overview of process management --- p.5 / Goals of process management --- p.6 / Benefits of process management --- p.6 / Process Assessment --- p.7 / Process Analysis --- p.12 / Process Improvement --- p.16 / Process Assessment Tools/Techniques --- p.18 / Process Analysis Tools/Techniques --- p.19 / Different Performance / Process Improvement Tools --- p.20 / TQM --- p.20 / IS09000 --- p.20 / Business Process Reengineering --- p.20 / Process Management --- p.21 / Comparison --- p.22 / Company Experience with Process Management --- p.23 / IBM experience --- p.23 / Background --- p.23 / Methodology --- p.24 / Current development --- p.26 / MTRC experience --- p.28 / Background --- p.28 / Methodology --- p.29 / Current development --- p.31 / Application of Process Management at CRC --- p.32 / Background --- p.32 / History of merging --- p.32 / Restructure --- p.33 / Difficulties encountered --- p.34 / Current Situation analysis --- p.36 / Structure --- p.36 / Practices --- p.38 / Human issues --- p.41 / Attitude --- p.41 / Motivation --- p.43 / Knowledge and Skills --- p.43 / Selecting the key process --- p.43 / Customer Service --- p.44 / Purchasing Management --- p.44 / Process Assessment --- p.44 / Process Analysis --- p.49 / Process Improvement --- p.58 / Key learning / Conclusion / Further discussion --- p.61 / Management Issues --- p.62 / Human Issues --- p.63 / "Integrating TQM, Process Management and BPR" --- p.64 / References --- p.66 / Appendices / Appendix I An example of Process Map / Appendix II Retail Information & Management Systems

Not available / text

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

M. Ing. / Digital Video Broadcasting-Handheld (DVB-H) is a technology that enables the reception of television services/programmes on a specific mobile handheld device. MultiChoice Subscriber Management Services (Propriety) Limited, in the year 2006, commenced a project in South Africa; to deploy a trial DVB-H network. The initial phase of the project included the major cities, namely Johannesburg, Cape Town and Durban. The trial network deployed in South Africa assisted MultiChoice in optimizing the efficiency and reliability of the system. It was at this stage that MultiChoice decided to deploy the DVB-H network in other parts of Africa. MultiChoice soon applied for frequency licenses in Nigeria, Kenya and Namibia. These licenses would enable MultiChoice to operate the DVB-H networks on a commercial platform in those countries; and would also enable MultiChoice to start generating an income by providing this service. Shortly after being awarded a license to broadcast DVB-H, a commercial DVB-H network was launched in Kenya in April 2007. The network consisted of two broadcast sites, at the time. MultiChoice came to an agreement with one of the local Mobile Network Operators (MNO) in Kenya to assist MultiChoice in getting the mobile television handset to the Kenyan people. The MNO possessed the required customer base and also the correct billing infrastructure. An immediate concern was raised by the MNO, about the DVB-H network coverage. With DVB-H, portable outdoor network coverage is guaranteed; however, to obtain coverage inside a building, can be somewhat problematic, especially if that building consists of two or more walls. It will be difficult for the DVB-H signal to penetrate those walls. The MNO’s retail outlets were mostly situated in shopping centre type buildings, hence, the MNO put forward a request for coverage inside the outlets where the mobile handset will be sold. This means that network coverage inside these shopping centre type buildings was required. Therefore, an indoor broadcast system was required in order to obtain the required coverage inside the building. MultiChoice decided to undertake a project to design and build this type of system for the current trial DVB-H network deployed in South Africa. This project would be used as a case study for future projects to be implemented for the network in Kenya. In order to successfully implement an Engineering related project, it is essential to consider both the Project Management aspects and the Engineering Management aspects of that particular project. These two concepts are very closely linked and should not be considered individually when implementing an Engineering project. It is understood that all projects go through certain life cycle phases in some form or other. This document provides the background theory to the four commonly recognized phases of the Project Life Cycle, it is then further shown how various aspects of these life cycle phases were applied to the actual project; and how the implementation of these aspects could improve project performance in the future. Some Engineering Management principles are also discussed and shown how they were applied to the actual project. Elements of this case study shall provide useful information for the projects to be implemented in Kenya.

by Kenneth Kin Chiu Yue. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Includes bibliographical references.

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

The theoretical and empirical framework of this study demonstrates the following: firstly, the success of a CBNRM programme relies heavily on the involvement of the communities; secondly, the targeted government policies enable the facilitation of CBNRM in various parts of Southern Africa; thirdly, the involvement of institutions that includes donors, government institutions, academic practitioners, NGOs and the private sector, is crucial; fourthly, capital, in the form of natural, physical, human and financial capital, is necessary in the planning, implementation and management of the projects; and fifthly, CBNRM projects include varied ecotourism products based on the natural capital availability. In this study, a qualitative research approach was followed, where the sample population included the Manavhela reserve management, the workers, and community representatives. Findings of the study provide insights into the way in which the CBNRM programme was implemented in the Manavhela community, detailing the challenges and/or successes that have been faced in the management of the programme. Some insights are also penned on the attitudes of the community towards resource conservation. The conclusion is that the Manavhela community remains aloof regarding the implementation and management of the nature reserve. This is contrary to the CBNRM model, which postulates that the community must be at the centre of the implementation and management of conversation programmes. / Environmental Sciences / M. Sc. (Nature Conservation)

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration