TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

 7,000  3,000

Description

RESEARCH INFORMATION

[icon type=”icon-pencil”]: TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS
[icon type=”icon-book”]: Chapter 1 – 5
[icon type=”icon-book-open”]: 100` Pages
[icon type=”icon-basket”]: #3, 000
[icon type=”icon-doc-line”]: Ms Word format

This study, TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS contains concise information that will serve as a framework or guide for your project work. The project study TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS is well-researched for academic purposes and are usually provided in complete chapters with adequate References.

Keywords: TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

RESEARCH BODY

TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

ABSTRACT

The purpose of every business is customer satisfaction. But, management controlled system makes it impossible for organization to achieve this goal. this project reveals total quality management (TQM) as a sine qua non for organizational effectiveness achieving customer satisfaction. TQM is simply a customer focused performance enhancing tool, that is always striving to do better tomorrow what was done well today: sorting out smaller problem while looking for major ones and paying attention to smallest details. In carrying out this research work, questionnaires were distributed to both the staff and customers of Standard Trust Bank (STB), observation and interview was equally conducted, the internal record for STB was not left out in the quest for vital information to accomplish this work. The major findings shows that customer satisfaction will be achieved by doing the right things, right on time, first time and every time. And that continuous improvement is possible not minding the present performance level- this is the “sermon” of TQM.

Therefore organization interested in partaking and having a competitive edge in business have to adopt this contemporary management philosophy called TQM. It concludes by explaining  that business must be operated to meet the expectations of both the internal and external customer and go as far as exceeding them.

TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

TABLE OF CONTENTS

CHAPTER ONE:                

INTRODUCTION

1.1              Background of the study

1.2              Statement of the problem

1.3              Purpose of the study

1.4              Significance of the study

1.5              Research question

1.6              Hypothesis

1.7              Scope of the study

1.8              Limitation of the study

1.9              Definition of terms

Reference

CHAPTER TWO:   

LITERATURE REVIEW

2.1              Introduction

2.2              The management methodology

2.3              Principles of total quality management

2.4              Total quality management implementation

2.5              How total quality management works

2.6              Tools and techniques for TQM

2.7              Benefits and bottleneck of TQM

CHAPTER THREE

3.0              RESEARCH DESIGN/METHODOLOGY

3.1               Introduction to the design

3.2              Research design

3.3              Area of study

3.4              Population

3.5              Sample size determination

3.6              Instrument for data collection

3.7              Validation of the instrument

3.8              Reliability of the instrument

3.9              Method of data collection

3.10          Method of data analysis

References

CHAPTER FOUR

4.0         DATA PRESENTATION AND ANALYSIS

4.1           Presentation and analysis of data

CHAPTER FIVE

5.0         DISCUSSION, RECOMMENDATION & CONCLUSION

5.1           Discussion of result finding

5.2          Conclusion

5.3          Recommendation

5.4          Suggestion for further study

Appendix

TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

CHAPTER ONE

INTRODUCTION

1.1              BACKGROUND OF THE PROJECT

The importance of  quality cannot be over emphasized. It can be trance back to the history of  early man and his search for selection of fruits, capable of satisfying his need. Historically too, the ancient craftsmen of Egypt or let say other civilized words all over were conscious of  what  was considered appropriate and understanding.

When it comes to creation of aircraft and work of art, many story were been told of how narrow minded megalomaniacs unwilling to let another piece of art to be created by skilled craftsmen who have already produces one of

Outstanding work for them  would order that the helpless craftsmen be put to death. to them, it is an attempt to preserve the quality in themselves alone. However in tracing the origin of total quality management (TQM) the following names and very important “ JAPAN which is generally acknowledged as the forefront while W. ED WARDS DEMING and J.M JURAN were credited with and boosting quality awareness in Japan . the  advocates major assumption was that “ higher quality, higher prices”, constancy of purpose – an unwavering focus in an organization mission combined with statistical quality control leads to ever – improving quality at lower costs . To this end ,the Japanese spent heavily in designing operation systems which produce products with extremely small margins of errors .

At the beginning of industrial revolution therefore , the only attention that was paid to quality was to ensure that the buyers did not end with a useless

pieces of merchandise. The process of manufacturing, once it has been put in place, would be forgotten and it is only when it malfunction and requires a storage of production that attention would be paid to it. To ensure that the

definitive pieces of manufactured product did not reach the customer, a  great deal of emphasis was placed on segregating the good output (product) from the ones with deficiency however, this tradition approach(method) dose not ensure ,that the product is produced “right first time”(APPLE BY,1994). which

is TQM focus.

However the Japanese who were struggling to recover from post war “hangover”quickly embraced and adopted “demings” ideal and this greatly contributed to the miraculous post war recovery and success of Japan

This new quality . awareness was an important step control (TQC) which eventually became TQM. TQM has now become an important tool in the hands of management practitioners for organizational effectiveness TQM is a philosophy which emphasizes that continuous improvement is a process with customer satisfaction as its ultimate goal (Gatchalian,1997) it is really a business strategy for resorting that an organization delivers quality goods  and services and services to its external customers so that the organization  can continually remain profitable and rewarding business.

1.2    STATEMENT OF THE PROBLEM

There is a widely and strong held belief that organizational effectiveness can be achieved if only workers could do their job correctly .but the problem of failure in organizations are mainly caused by the  management controlled systems. Workers can control fewer than 15% of the problem. This is because organizations are still neck deep in tailors : characterized by a system of command, control and compliance. This traditional management culture, allows top managers to impose goals on their workers who in turn struggle to meet these goals,  forced to ignore how much they dispatch in other parts of  the  company these exposes, the management in that, they are they are concerned with customer satisfaction. They do not emphasize on company’s  relationship with the customer; the knowledge of  ivy function that  determine market place competitiveness. The  internal customers prevented from experiencing the reward of doing a good  job.  They   don’t  experience  pride in work ,  and job security is not enhanced,  management policies treated employee like commodities and use fear to enforce them .management deficiency is also evident in the aspect of knowledge of improvement trends in quality,company,s   operational performance  in relation to those of  the competitors .  all these, culminating in poor products and services, made available to the external customers

1.3     PURPOSE OF THE STUDY

The purpose of this study is to reveal as the basis  tool which is very necessary for organizational effectiveness to make sure that customers are been satisfied in all area and level of organization  without been neglected.

To ensure zero defect in the various organization production sections.

To acquaint students and organization alike with some of the principles, tools and way /method of implementing TQM in achieving

word class performance. to allow employees enjoy the reward of a good job and to enhance job securities

1.4    SIGNIFICANCE OF THE STUDY

The study  will lay more emphasis on the importance as well as the potency in improving and raising the capability for a good governance in any organizational level. the study of TQM will be useful to business managers and serve as a guide tall sectors of industry and commerce at all stages of putting into  practice the quality improve process.

1.5    THE RESEARCH QUESTION

  1. Has the organization really been carrying out effective management in the various sectors of the organization?
  2. How can organization be introduced to basis principle of TQM?
  3. Can customers really be satisfied after adopting and practicing the said principle of TQM in the organization ?
  1. How dose organization treat their employees in our various organization is it true that they are being denied some of their right in their organization?
  2. Does organization try to enhance job securities in the in the verius organization?
  3. Is TQM really that basis tool which every organization will need to embrace before achieving an effective man arrangement in any organization?

1.6     STATEMENT OF HYPOTHESIS

This research work is adopted to survey TQM philosophy on the basis of the following assumption. Note that ho represent null(negative) hypothesis and hi represent the positive hypothesis.

Ho when TQM has been adopted and has become the culture of an organization employees are not motivated to be doing right thing.

Ho that it leads to fewer problem with the product or service thereby dose not ensure greater satisfaction employee are motivated only On doing the right thing

Hi that it lead to fewer problem with the product or service thereby ensuring greater satisfaction.

Ho TQM lead to efficiency in production through reduce cost of during thing right and every time.

Hi that it lead efficiency in production through increase cost of during thing right first time and every time.

Ho TQM is not a people oriented way of running a business which involve using customer focus, supplier relationship building and employee empowerment.

Hi TQM is people oriented way of running a business which involve using customer focus, supplier relationship building and employee empowerment.

Ho that through TQM organizational effectiveness in all of it’s ramification will not be achieved.

Hi  that through TQM organizational effectiveness in all of it’s ramification will not be achieved.

1.7     SCOPE OF THE STUDY

The thrust of the philosophy of this tool (TQM) recognized that no business can succeed without employees (internal customer)and the consumers (external customers). therefore this study covers how an organization can become a reality through corporate attention on meeting customers quality requirement value throughout the organisation , disseminating total quality requirement values throughout the organisation, employees empowerment to continually improve all key business process, partnership with suppliers  toward improving

product or services quality with a clear explanation of the principle behind TQM.

1.8    DEFINITION OF TERMS

In order to achieve clarity ,avoid misconception and ambiguity an attempt will be made here to define some terminologies, give full meaning of abbreviation and unfamiliar expression used in this study .

TQM  = Total quality management

Organization effectiveness=  Customer satisfaction

Quality policy  =  It is set of values by which TQM implementation will be successful.

Zero defect   =  It is the result of doing the right thing, right, the first time and always.

Quality concept    =    TQM

STB   =  Standard trust bank

QC   =   Quality circles

BPR  =  Business r-engineering

Q-D-P   =   Quality delivered process

SERMON   =  What TQM advocates

TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS
Keywords: TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

[divider height=”30″ style=”default” line=”default” themecolor=”1″]

[alert style=”warning”]NOTE: INSTANT DOWNLOAD SERVICE [/alert]

Have you made payment for this project? If YES, Get a Download Code by contacting our Customer Care.

If NO, Place an Order Now.

For further enquiries, call our Hotlines: (+234) 0816-531-2322, 0811-998-2823

[divider height=”30″ style=”default” line=”default” themecolor=”1″]

HIRE A WRITER | BROWSE OTHER PROJECTS | HOW TO PAY FOR PROJECT

Keywords: TOTAL QUALITY MANAGEMENT: A SINE QUA NON FOR ORGANIZATIONAL EFFECTIVENESS

Build in-demand skills and earn valuable credentialsSTART A COURSE
+ +