i
AKPULONU MAGNUS .I.
PG/MBA/08/47872
THE IMPLEMENTATION OF TOTAL QUALITY
MANAGEMENT (TQM) IN THE TELECOMMUNICATIONS
INDUSTRY: PROBLEMS AND PROSPECTS
FACULTY OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMNT
BASHIR AKINKUNMI
Digitally Signed by: Content manager’s Name
DN : CN = Webmaster’s name
O= University of Nigeria, Nsukka
OU = Innovation Centre
ii
THE IMPLEMENTATION OF TOTAL QUALITY
MANAGEMENT (TQM) IN THE TELECOMMUNICATIONS
INDUSTRY: PROBLEMS AND PROSPECTS
(A CASE STUDY OF GLOBACOM AND ETISALAT LIMITED, ENUGU).
BY
AKPULONU MAGNUS .I.
PG/MBA/08/47872
S
DEPARTMENT OF MANAGEMNT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA, NSUKKA
APRIL, 2011
iii
THE IMPLEMENTATION OF TOTAL QUALITY
MANAGEMENT (TQM) IN THE TELECOMMUNICATIONS
INDUSTRY: PROBLEMS AND PROSPECTS
(A CASE STUDY OF GLOBACOM AND ETISALAT LIMITED, ENUGU).
BY
AKPULONU MAGNUS .I.
PG/MBA/08/47872
BEING A PROJECT REPORT SUBMITTED IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF MASTER OF BUSINESS ADMINISTRATION
(MBA)
IN MANAGEMENT
DEPARTMENT OF MANAGEMNT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA, ENUGU CAMPUS
SUPERVISOR: PROF. UJF EWURUM, Ph.D
APRIL, 2011.
iv
CERTIFICATION
I, Akpulonu Magnus .I., a postgraduate student of the
Department of Management with the Registration Number
PG/MBA/08/47872 have satisfactorily completed the
requirements of the course and research work for the award
of Master Degree in Business Administration.
The work embodied in this report is original and has not
been submitted in part or full for any other Diploma or
Degree of this or any other University.
----------------------------- -----------------------------
DR. AGBAEZE DR. J.F. EWURUM
(SUPERVISOR) (HEAD OF DEPARTMENT)
----------------------------- -----------------------------
Date Date
v
DEDICATION
This research work is dedicated to my God Almighty.
vi
ACKNOWLEDGEMENTS
I express my gratitude to Christ Jesus whose love,
provision, and mercy has been with me for over the years. I
am thankful to Him because He is my present help in times
of need and even in my weakness, He is always my strength.
Also, I wish to say a very big thank you to my
supervisor and lecturer for fatherly advice and teachings
during my stay in the school, Prof. UJF Ewurum, Ph.D who
was very supportive in this academic work. Sir, I’m very
grateful to whom you allowed to use you to effect changes in
my life. Thank you Sir.
I must express my thankfulness to my parents Mr. and
Mrs. Edwin Akpulonu for their patience with me and
financial support. However, their prayers and admonitions
have being my guidance. I am happy I have prayer bank.
I am indeed grateful to Dr. Uzoh, SILBA Managing
Director/Chief Executive Officer of
MCSTALLON&ASSOCIATES LIMITED, ENUGU who is a
source of my MBA inspiration. Huge thanks goes to my
aunty (Josephine) and Uncle (James) Emecheta and the
entire family. I can’t but remember my friend and sweetie
Sylvia and my colleague at work and in school, Mr. Anokete
Lukeson. Additionally, the family of Mr. and Mrs. Joseph
Akwuebu, for their moral support.
My brothers and sister Kingsley, Davidson, Emmanuel
and Irene Akpulonu they are not left out; their
understanding is highly acknowledged.
vii
ABSTRACT
The study examines the Implementation of Total Quality Management (TQM) in the Telecommunications Industry: Problems and Prospects with a focus on Etisalat and Globacom Limited, Enugu. Some firms aspire to be market leaders without considering their customers as being vital to their success. This has led to the collapse of erstwhile good businesses. Due to this, the necessity of Total Quality Management in organizations was probed. In order to successfully achieve the purpose of this study, the following objectives were set: to determine the strategic management process involved in Total Quality Management implementation; to examine the methods of planning and training attached to Total Quality Management implementation; to ascertain, if there is any form of transformational leadership, teamwork, employee’s involvement and empowerment, customer focus and satisfaction in the course of adopting Total Quality Management technique as a strategic weapon; to determine whether training, retraining and development is a pre-condition for achieving success in implementing Total Quality Management; to find out if employee participation in strategic planning and their commitment to work is necessary for the successful implementation of Total Quality Management; to ascertain if there exists any relationship between Total Quality Management, increase in work performance and customer satisfaction; to identify various problems associated with the implementation of Total Quality Management (TQM); to ascertain the likely prospects accruable from an effective/efficient implementation of Total Quality Management (TQM). A sample size of 190 employees of the organizations was served with questionnaire to generate data. The data elicited were analyzed using tables and simple percentages. The formulated hypothesis was tested with the Chi-Square distribution method. It was found from the hypothesis tested that, Total Quality Management is a strategic tool to gain competitive advantage and teamwork and good communication processes enhance employees performance.
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TABLE OF CONTENTS
Title page - - - - - - - - - i
Certification - - - - - - - - ii
Dedication - - - - - - - - iii
Acknowledgement - - - - - - - iv
Abstract - - - - - - - - v
Table of Contents - - - - - - - vi
List of Tables - - - - - - - - x
CHAPTER ONE
1.0 Introduction - - - - - 1
1.1 Background of the Study - - - - - 1
1.2 Statement of Problem - - - - - 6
1.3 Objectives of the Study - - - - - 9
1.4 Research Questions - - - - - 10
1.5 Formulation of Hypothesis - - - - 12
1.6 Significance of the Study - - - - - 13
1.7 Scope of the Study - - - - - 15
1.8 Limitations of the Study - - - - - 15
1.9 Definition of Terms - - - - - 16
References
ix
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 Introduction - - - - - 19
2.1 Corporate Profile of Globacom and Etisalat Limited 21
2.1.1 Corporate Profile of Globacom - - - - 21
2.1.2 Corporate Profile of Etisalat Limited - - - 23
2.2 Origin of Total Quality Management (TQM) - 26
2.3 Overview of Total Quality Management (TQM) - 27
2.4 Defining Quality - - - - - 34
2.5 Total Quality Management Defined - - - 39
2.6 Total Quality Management (TQM): “A Quality
Oriented Approach” - - - - - 41
2.7 Characteristics of Total Quality Management (TQM) 42
2.8 Potential Benefits of Total Quality Management (TQM) 43
2.9 TQM as a Foundation - - - - - 47
2.9.1 Ten Steps to Total Quality Management (TQM) - 48
2.9.2 Processes Must Be Managed And Improved - 48
2.10 The Eight Elements of TQM - - - - 49
2.11 Total Quality Management Principles - - 58
2.12 Challenges of Total Quality Management
x
Impact on Consumers - - - - 60
2.14 Prospects of Total Quality Management on
Consumer - - - - - 65
References
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction - - - - - 73
3.1 Research Design - - - - - 73
3.2 Population of the Study - - - - - 74
3.3 Sampling/Sampling Procedure - - - - 75
3.4 Source of Data/Data Collection Instrument - 76
3.5 Determination of Sample Size - - - - 78
3.6 Test of Reliability and Validity Instruments - 79
3.7 Method of Data Analysis - - - - 80
3.8 Test of Hypotheses - - - - 80
References
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS, AND DISCUSSION OF
FINDINGS
4.1 Data Presentation and Analysis - - - 83
xi
4.2 Discussion of Findings - - - 105
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary of Findings - - - - - 108
5.2 Conclusion - - - - - 111
5.3 Recommendations - - - - - 112
Bibliography
Appendix I
Appendix II
Questionnaire
xii
LIST OF TABLES
Table 4.1: Questionnaire Administration and
Collection - - - - - 83
Table 4.2: Respondents Gender - - - - 85
Table 4.3: Educational Qualification of Respondents 86
Table 4.4: Total Quality Management Practice 87
Table 4.5: TQM as strategic tool to gain
competitive advantage - - - 88
Table 4.6: Teamwork and Communication - - 89
Table 4.7: Extent of which staff participation in
strategic planning and commitment to
work is necessary to successful
TQM implementation - - - 90
Table 4.8: Extent of Employee Training to the
success of TQM - - - 91
Table 4.9: TQM and Increase in Customer Focus 92
Table 4.10: Strategic planning brings Total Quality
Services - - - - - 93
Table 4.11: Employee Involvement in Total
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Quality Programme - - - - 94
Table 4.12: Impact of TQM on Corporate Restructuring
and Re-engineering - - - - 95
Table 4.13: Regular Market Survey conducted to
determine Customer Requirements and
Needs - - - - 96
Table 4.14: Impact of Total Quality Approach is
equally measured by Regular Market
Survey - - - - - 97
Table 4.15: TQM allows for increase in
customers satisfaction and work
performance - - - - - 98
CHAPTER ONE
xiv
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In the face of changing competitive conditions, many firms
are pursuing Total Quality Management (TQM) to regain their
competitive edge. These firms are discovering that effective
implementation is not guaranteed. Many attempts fail to achieve
desired gains in quality and efficiency. Scholars have suggested
that poor leadership, inappropriate training, lack of resources,
confusion of program goals, and cultural resistance may be
causing these failures. However, these obstacles appear to offer
only a partial explanation for the low rate of successful
implementation. We propose that a more fundamental cause may
underlie the difficulty of implementation. Having as its basis the
integration of doing and thinking, TQM significantly alters the
way jobs are designed, requiring new behaviors, roles, and
responsibilities for all organizational members. "Coming up with
good ideas for the organization and presenting them for
management, is not the typical job of the worker".
By contrast, effective implementation of TQM requires line
employees to generate new ideas that lead to gains in quality,
efficiency, and speed. To generate these ideas, employees' minds
xv
must be engaged in a thoughtful manner, whenever or wherever
appropriate, on the line or in team activities, as an individual or
group effort. This form of work we call it the "TQM role" or job-
requires line employees not only to execute distinct roles,
thinking about improvements and doing the repetitive routines,
but also to integrate these two roles by "switching" between them
while on the job throughout the work day. If TQM
implementation fails, it is often, we will argue, because this
integration of roles is difficult. Employees sometimes avoid the
"thinking," or continuous improvement task, within the TQM role
(Bart, Andrew and Theresa, 2000).
These strategies comes in various forms and have evolved
over the years, based on the economic situation on one hand,
and the nature of competition existing at every point in time at
the other hand. Some of these strategies have been used with
some degrees of success, while others were absolute failure. The
reason organizations could not find absolute solace in these
strategies has been the subject of many discussions by experts in
the field of Management (Fernandez and Stahl, 1995). This study
focuses on the Implementation of Total Quality Management
xvi
(TQM) in the Telecommunications Industry: Problems and
Prospects (A Case Study of Globacom and Etisalat Limited).
Total Quality Management is an operational philosophy
committed to consumer (customer) satisfaction and continuous
improvement. Total Quality Management is committed to
consumer (customer) satisfaction continuous improvement.
Total Quality Management is committed to excellence and being
the best in all functions of service delivery, because TQM aims to
maximize resources and improve quality (Wheelen and Hunger,
2004).
Total Quality Management is a business philosophy that
embodies the belief that management process must focus on
integrating the idea of consumer drive quality throughout an
organization (Zikmund, 1994). It emphasizes continuous
improvement of service delivery and product quality. Managers
improve durability and enhance services with additional features
as the services mature in age. They also strive to speed up
delivery and improve other services, in order to keep their
products competitive.
The philosophy underlying Total Quality Management
Strategy is to see consumers and clients as the vital key to
xvii
organizational success. Organizations with Total Quality
Management Strategy see their business through the eyes of
their consumers and clients and then measure their
organization’s performance against consumer or client
expectations, not through the organization’s expectations.
Therefore, a Nigerian Organization that employs Total Quality
Management (TQM) strategy must evaluate its operations
through the eyes of its consumers and clients (Aluko et al, 2004).
However, most Nigerian organizations define Quality by
engineering standards. Total Quality Management or Products
need not conform to consumer’s requirements, but must also be
acceptable. Effective and efficient Total Quality Management
(TQM) strategy, entails that, the quality of service or products
must go beyond acceptability for a given price range. For
instance, rather than leaving consumers satisfied that nothing
went wrong with the service or products, a service or product
should give the consumer some delightful surprises, or provide
unexpected benefits. This means therefore, that product or
service quality assurance requires more than just meeting
consumer’s or clients’ minimum standards. The level of Service
Quality, is the degree to which a product or service is equal to or
xviii
greater than consumers’ or clients’ expectations (Aluko et al,
2004).
1.2 STATEMENT OF PROBLEM
All scientific and social scientific research is necessitated
by a perceived problem (Nzelibe and Ilogu, 1996). As such the
quest and desire of the researcher to study on this topics: “The
Implementation of Total Quality Management (TQM) in the
Telecommunications Industry: Problems and Prospects (A Case
Study of Globacom and Etisalat Limited).
Over the years, the size and number of business have
proliferated hugely within and across industries in Nigeria.
Companies producing homogenous products and services have to
device workable strategies on how to woo the limited number of
consumers (customers) to their sales.
Managers in Western countries and parts of Asia have been
known to have delved into the use of Total Quality Management
in order to enable them compete in the global or international
market, and they seem to be doing quite well (at least evidence
from Japanese and USA auto and electronics companies is a
clear example).
xix
The necessity of Total Quality Management in Nigerian
Business Organizations stems from the fact that foreign
companies have continued to dominate the local market in
virtually all sections of the economy, except for those sectors that
are under complete government control. The problems associated
with the Nigerian companies in relation to Total Quality
Management are quite enormous and these can be put as
follows:
First, the Nigerian companies are evidently lagging behind
in the global or international market competition; thus, they are
fast losing ground, with some of them going out business
completely.
Second, the Nigerian Managers have seemingly failed to
explore Total Quality Management for their organizations. They
have rather gotten struck in the endless pursuit of what does not
work for them any longer, the “blind” pursuit of profit stability
and growth.
Third, they have failed to appreciate that change is
necessary and that a change from the above stated pursuit to the
pursuit of a consumer (customer) focus strategy is a long over
xx
due strategy decision that has been tipped to guarantee the
ultimate realization of the organizational goals.
Fourth, due to lack of knowledge of the prospects of Total
Quality Management, or lack of adequate finance or engagement
of inexperienced personnel in Total Quality Management process
or lackadaisical attitude on the part of the organization
concerning Total Quality Management, the Total Quality
Management impact in the Nigerian industries which the
Telecommunications industry is part of, becomes problematic
hence, the weak or poor service delivery of the industry in the
actualization of its desired goals and objectives.
It is therefore, in the light of the foregoing that the study is
set to investigate the reality in the above problems and further
identify and determine other Total Quality Management
challenges; equally, the prospects that are likely to emerge in the
proper implementation of Total Quality Management shall be
made known.
1.3 OBJECTIVES OF THE STUDY
The following are the objectives of the study. Basically, the
major objective of this study is the Implementation of Total
Quality Management (TQM) in the Telecommunications Industry:
xxi
Problems and Prospects (A Case Study of Globacom and Etisalat
Limited).
In the light of the foregoing, the study will examine the
following critical issues:
a) To determine the strategic management process involved in
Total Quality Management implementation;
b) To examine the methods of planning and training attached
to Total Quality Management implementation;
c) To ascertain, if there is any form of transformational
leadership, teamwork, employee’s involvement and
empowerment, customer focus and satisfaction in the
course of adopting Total Quality Management technique as
a strategic weapon;
d) To determine whether training, retraining and development
is a pre-condition for achieving success in implementing
Total Quality Management;
e) To find out if employee participation in strategic planning
and their commitment to work is necessary for the
successful implementation of Total Quality Management;
xxii
f) To ascertain if there exists any relationship between Total
Quality Management, increase in work performance and
customer satisfaction;
g) To identify various problems associated with the
implementation of Total Quality Management (TQM);
h. To ascertain the likely prospects accruable from an
effective/efficient implementation of Total Quality
Management (TQM).
1.4 RESEARCH QUESTIONS
From the nature of the research study, overview and
problem statement, it is necessary to ask the following questions:
a. What are the strategic management processes in Total
Quality Management implementation in Globacom and
Etisalat Limited Enugu?
b. Do training, re-training and development serve as a pre-
condition for an impact in achieving success in
implementing Total Quality Management ?
c. What are the methods of planning, training, retraining and
development attached to Total Quality Management
implementation in Globacom and Etisalat Limited?
xxiii
d. Is there any form of transformational leasdership,
teamwork, employee’s involvement and empowerment,
customer focus and satisfaction in the course of adopting
Total Quality Management technique as a strategic
weapon?
e. Do employee participation in strategic planning and their
commitment to work necessitate the successful
implementation of Total Quality Management?
f. Is there any relationship between Total Quality
Management (TQM), increase in work performance and
customer satisfaction?
g. Is there any impact of Total Quality Management on
consumer?
h. What are the accruable prospects from the
effective/efficient implementation of Total Quality
Management (TQM)?
1.5 FORMULATION OF HYPOTHESIS
The Hypothesis formulated for this study are stated as
follows:
xxiv
(1) Ho: Teamwork and Communication process does enhance
the success of Total Quality Management (TQM)
implementation.
Hi: Teamwork and Communication process does not
enhance the success of Total Quality Management (TQM)
implementation.
(2) Ho: Total Quality Management is a strategic tool to gain
competitive advantage.
Hi: Total Quality Management is not a strategic tool to
gain competitive advantage.
1.6 SIGNIFICANCE OF THE STUDY
Strategic management is currently gaining ground in
management thinking. At the same time, establishing a
successful corporate strategy is central to effective strategic
management in the light of the growing competitive and even
turbulent business environment.
In no sectors are synonymous problems of fierce
competition and turbulence more pronounced today. These
sectors are likely to be stepped in distress and devastated by
mismanagement, if quality and improved management style is
not maintained. Any attempt therefore, at finding solutions to the
xxv
management problems likely to beset the industry must be a
worthwhile effort.
Therefore, this study attempts to identify the
underpinnings of successful management in Nigeria’s
Telecommunication Sector in relation to Total Quality
Management Strategy. It investigates the extent to which the
strategy has helped Globacom and Etisalat Limited, to achieve
substantial success.
It is believed however, that a successful inquiry into this
area will offer empirical insights on survival strategies for
Telecommunication and other allied organizations. This will be
an eye opener and a verifiable reference material for combating
any likely organizational distress. Successful application of Total
Quality Management strategy on both surfing and distressed
organizations will lead to the restriction of confidence to the
organization and consumer of services available in the
organization.
It is envisaged that apart from leading to a more wide
Telecommunications system well positioned to contribute to the
growth of the rational economy; managers in other sectors can
benefit immensely from the research findings.
xxvi
Furthermore, the study is crucial as to pinpointing the
strength and weaknesses evident in implementing the Total
Quality Management strategy among Nigerian firms. This will
enable firms to possibly fine-tune their Total Quality
Management programs towards better results. It is also hoped
that the study will encourage further research on Total Quality
Management practices in Nigerian Telecommunications industry
in particular and on ways to manage successfully in general.
1.7 SCOPE OF THE STUDY
In pursuance of the objective of the study which is on the
Total Quality Management strategies used by some
Telecommunication Companies to gain competitive edge and
enhance their service delivery for survival, particular attention is
paid to only Globacom and Etisalat Limited Enugu.
Attempt will be made to examine the extent to which Total
Quality Management has impacted the customer services at
Globacom and Etisalat Limited Enugu.
1.8 LIMITATIONS OF THE STUDY
xxvii
There has not been any serious meaningful academic
endeavour, mostly in the field of research, without some
militating factors or constraints.
To that extent, lack of financial resources, inadequate
research materials (material dearth) and time constraint
constituted the most serious limitations of this work.
In addition, secrecy and confidentiality of information,
mostly as it relates to the Telecommunications industry
operations, had effect in the course of this research; as most of
the officials approached were reluctant and wary of disclosing
information on performance (profit margin, turnover), consumer
satisfaction e.t.c.
1.9 DEFINITION OF TERMS
1. Global competition: This is competitive effort that is not
restricted within a locality or nation, rather a worldwide
competitive gesture.
2. Global Village: This means the interconnectivity and
interrelationship between people of same or diverse race via
an electronic or technological device or means.
3. Quality: Quality is the attribute and the degree of
excellence associated with a particular purpose.
xxviii
4. Competitive Edge: Competitive edge is defined as levity,
an advantage over rivals in the quest for and use of scarce
resources.
5. Total Quality Management Strategy: These are forms or
methods or techniques by which consumer (customer)
satisfaction and improvement can be attached through
service deliveries, which in turn help the implementer,
achieve their set goals and objectives.
xxix
REFERENCES
Aluko, M. et al (2004): Business Policy and Strategy (3rd ed.);
Lagos: Longman Plc.
Bart, V., Andrew B., Theresa, S.J (2000): The Effective Design of
Work under Total Quality Management; Organization
Science, Vol. 11, No. 1 (Jan. - Feb), pp. 102-117:
Informs Publisher
Fernandez, A. and Stahl, M.J. (1995): Management: Total
Quality in a Global Environment; Massachusetts:
Blackwell Publishers Limited.
Nzelibe, C.G.O. and Ilogu, G.C. (1996): Fundamentals of
Research Methods; Enugu: Optimal Press.
Wheelen, T.L. and Hunger, J.D. (2004): Strategic Management
and Business Policy (9th ed); UK: Pearson Prentice
Hall.
Zikmund, W.G. (1994): Business Research Methods; Orlando:
Dryden Press Limited.
xxx
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 INTRODUCTION
Change is the only constant thing in life. Therefore, the
environment in which organizations operate is dynamic and such
environmental dynamism make organizations evolve changes in
order to survive. Change, another management philosophy of
adaptation is also part of organizational strategy. Managers must
therefore strategize their environment for opportunities to stay
afloat.
Corporate strategies are more often than not worked out to
meet the challenges that beset organizations. Always devising
strategies that will give organizations differential edge is
necessary. The definition and scope of corporate strategy is being
revised to the changing nature of corporate competitiveness, even
as the issue of quality has become a common denominator in
many of the discussions on strategy and competitiveness
(Belohlav, 1993).
There is, however, no gainsaying the fact that the quality
revolution has long been embraced in the manufacturing and
production companies, but the reverse is the case in the service
xxxi
companies. Reichheld, and Sasser (1990), asserted that the
quality revolution is just coming into services, nothing that in
recent years, despite their good intentions, few service company
executives have been able to follow through on their commitment
to satisfy customers. According to them, while the manufacturers
began in the 1980s to unravel the cost implications of scrap
heaps and re-work and famed adopted “quality” as the most
profitable way to run a business; service companies soon realized
their own kind of scrap heap customers who will come back.
Discovering that this too has a cost, many service companies
now strive for “zero defections” keeping every customer the
company can profitably serve.
However an operational style has been strategize by
business managers – The Total Quality Management (TQM)
strategy which is no more than “Engineering” out. From the
start, the prospects or possibilities of disharmonies of internal
conflicts and waste and tackled, thus creating a product process
that runs clean and smoothly. The first thing to get right in the
service industry is the human capital, the right people, the right
management.
xxxii
2.2 CORPORATE PROFILE OF GLOBACOM AND ETISALAT
LIMITED.
2.2.1 Corporate Profile Of Globacom
Globacom Limited (or GLO) is a Nigerian multinational
telecommunications company headquartered in Lagos, Nigeria.
GLO is a privately owned telecommunications carrier that started
operations on 29 August 2003. It currently operates in 4
countries in West Africa namely Nigeria, Republic of Benin,
Ghana and Ivory Coast. As of June 2009, the company has
employed more than 2,500 people worldwide.
GLO has an estimate of over 25 million subscribers (June
2009) and it is a 100 percent Nigerian owned company. It has a
reputation as one of the fastest growing multi-national carrier in
the world and the vision for GLO is to be the biggest and best
carrier in Africa.
GLO is the first sole company to build an $800 million
high-capacity fibre optic cable known as Glo-1. It is the first
successful submarine cable from the United Kingdom to Nigeria;
and it has the potential to decrease telecommunications cost and
provide excess bandwidth to all the countries connected to the
cable.
xxxiii
GLO is privately owned by the Mike Adenuga Group which also
consists of Equatorial Trust Bank (ETB), Conoil PLC, a petroleum
marketing company, and Conoil Producing, a crude exploration
company.
In August 2003, Glo Mobile was launched in Nigeria. Glo Mobile
introduced lower tariffs; pay per second billing and alongside
other value added services. Although Glo Mobile was the fourth
GSM operator to launch in Nigeria, within seven years of the
company's operation, its subscriber base has grown to over 25
million(http://en.wikipedia.org/wiki/Globacom).
2.2.2 Corporate Profile of Etisalat Limited
Etisalat in Arabic literally means communication, a UAE-
based telecommunications services provider, currently operating
in 18 countries across Asia, the Middle East and Africa. As of
November 2009, Etisalat is the 13th largest mobile network
operator in the world, with a total customer base of 100 million.
On January 31, 2010, Etisalat reported net revenue of USD
$8.4 billion (AED 30.831 billion) and net profits of USD $2.407
billion (AED 8.836 billion).
xxxiv
Etisalat is one of the Internet hubs in the Middle East
(AS8966), providing connectivity to other telecommunications
operators in the region. It is also the largest carrier of
international voice traffic in the Middle East and Africa and the
12th largest voice carrier in the world. As of October 2008,
Etisalat has 510 roaming agreements covering 186 countries and
enabling BlackBerry, 3G, GPRS and voice roaming. Etisalat
operates Points of Presence (POP) in New York, London,
Amsterdam, Frankfurt, Paris and Singapore.
Emirates Telecommunication Corporation - Etisalat was founded
in 1976 as a joint-stock company between International Aeradio
Limited, a British Company, and local partners. In 1983 the
ownership structure changed - United Arab Emirates government
held a 60% share in the company and the remaining 40% were
publicly traded.
In 1991 the UAE central government issued Federal Law
No. 1, which gave the corporation the right to provide the
telecommunications wired and wireless services in the country
and between UAE and other countries. It also gave the firm the
right to issue licenses for owning, importing, and manufacturing,
using or operating telecommunication equipment. This
xxxv
practically gave Etisalat both regulatory and control powers,
which completed the monopoly of the telecom giant in the UAE.
In order to safeguard the country's economic development, the
law made provisions for the development of the
telecommunication sector in the country.
The increase of exchange lines from 36,000 in 1976 to more
than 737,000 in 1998 was one of the important indicators of
Etisalat network's growth and development. The company
witnessed profit growth rates of 80%.
An important milestone was Etisalat's commencement of
international operations in January 2001, when under the brand
name of Ufone it started operating out of Islamabad. Today,
Etisalat stands 140th among the Financial Times Top 500
Corporations in the world in terms of market capitalization, and
is ranked by The Middle East magazine as the 6th largest
company in the Middle East in terms of capitalization and
revenues. The Corporation is the largest contributor outside the
oil sector to development programmes of the UAE Federal
Government.
Etisalat has also won accolades from across the region for
its nationalization programme. Etisalat signed an agreement to
xxxvi
acquire 40% of and manage Emerging Markets
Telecommunications Services, Nigeria’s fifth GSM operator
(http://en.wikipedia.org/wiki/Etisalat).
2.3 ORIGIN OF TOTAL QUALITY MANAGEMENT (TQM)
Although W. Edwards Deming is largely credited with
igniting the quality revolution in Japan starting in 1946 and
trying to bring it to the United States in the 1980s, Armand V.
Feigenbaum was developing a similar set of principles at General
Electric in the United States at around the same time. "Total
Quality Control" was the key concept of Feigenbaum's 1951
book, Quality Control: Principles, Practice, and Administration, a
book that was subsequently released in 1961 under the title,
Total Quality Control (ISBN 0070203539). Joseph Juran, Philip
B. Crosby, and Kaoru Ishikawa also contributed to the body of
knowledge now known as TQM. The American Society for Quality
says that the term Total Quality Management was first used by
the U.S. Naval Air Systems Command "to describe its Japanese-
style management approach to quality improvement." This is
consistent with the story that the United States Department of
the Navy Personnel Research and Development Center began
researching the use of statistical process control (SPC); the work
xxxvii
of Juran, Crosby, and Ishikawa; and the philosophy of Deming to
make performance improvements in 1984. This approach was
first tested at the North Island Naval Aviation Depot.
In his paper, "The Making of TQM: History and Margins of
the High-Story" from 1994, Xu claims that "Total Quality
Control" is translated incorrectly from Japanese since there is no
difference between the words "control" and "management" in
Japanese. William Golimski refers to Koji Kobayashi, former CEO
of NEC, being the first to use TQM, which he did during a speech
when he got the Deming prize in 1974.
2.4 OVERVIEW OF TOTAL QUALITY MANAGEMENT (TQM)
Total Quality Management (TQM) has been defined as a
new way of organizing a strategy (Hayes and Wheelwright 1984),
achieving excellence (Juran 1951, Tuchman 1980), and meeting
and exceeding customer expectations (Buzzell and Gale 1987,
Hauser and Clausing 1988). A consensus (e.g., Dean and Bowen
1994, Sitkin et al. 1994, Spenser 1994, Hackman and Wageman
19951 is nevertheless emerging that organizations embracing
TQM are founded on three principles. The first is customer focus,
defined as meeting and exceeding customer needs. The second is
continuous improvement, defined as attempting to create gains
xxxviii
in performance from incremental innovations in or-ganizational
processes. The third principle is teamwork, defined as
collaborating with all organizational members, customers, and
suppliers. These principles focus the organization on satisfying
current and anticipated customer needs by creating value
through cost and customer-driven features in their markets
(Jacob 1993). Implementation of these three principles typically
requires "radical change" (Munroe-Faure and Munroe- Faure
1992, p. 8) or a "paradigm shift" (Blackburn and Rosen 1993) in
organizational design. We propose that this change is a
fundamental shift in the organization of work, combining
execution and conceptualization into one job role-one that
includes two different types of task. Our definition of the TQM job
rests upon an extension of March and Simon's (1958) typology of
work. March and Simon identified two types of work:
programmed work, for which both the means and ends of the
work are well defined, and non-programmed work, for which
neither the means nor ends of the work are well defined.
Programmed work can be routinized: the most effective
steps to create work's specific outputs can be predetermined
through measurement and experimentation. In contrast, the
xxxix
means and ends of non-programmed work are too ambiguous to
be defined in advance. Goals and paths to non-programmed work
are often created as the work proceeds. Consistent with March
and Simon (1958), we label programmed work "standardized
production" and non-programmed work "innovation work." By
distinguishing means and ends, we can generate a four-cell
matrix. A third type of work is systematic innovation, having
means that are programmed and ends that are non-programmed.
In this respect, this type of work is similar to work design that
has been labeled "mass customization".
A fourth type of work has been identified by Tushman
(1979), in his studies relating subunit work characteristics to
subunit structure and performance, and Imai (1986), in his
discussions of TQM. Such work has non-programmed means and
programmed ends. This work has clear, well-defined programmed
output goals, but entails changing the means by which work is
carried out. As indicated in Figure 1, we label this work or task
"continuous improvement." When doing continuous improvement
tasks, line workers define problems, decipher cause and effect
relationships, and propose and test specific approaches for doing
the work. These efforts at improvement cannot be completely
xl
standardized, because problem solving cannot be routine, by
definition, as it relies on creative thinking and active information
searching. Work under TQM in this sense is "dual." TQM
combines two distinct types of tasks-standardized production
and continuous improvement, execution and conceptualization
into one job role. Empirical evidence supports our dual work
definition of TQM. Some empirical evidence suggests that the
TQM job is, in large part, standardized work. This is suggested by
Dohse et al.'s (1985) analysis of the Toyota system, Klein's (1991)
and Adler's (1992) description of the GM/ Toyota NUMMI joint
venture, and Womack et al.'s (1990) survey of the global
automotive industry. These accounts show how the organization
uses the tools of scientific management to standardize work "to
an extent that its founder, Frederick Taylor, could not have
imagined" (Cole 1989, p. 21). They report that TQM, when
implemented fully, offers line employees very little discretion in
their daily work. Instead, these workers are expected to carefully
follow means defined by the organization as "best practices" to
produce well-defined outputs.
These same authors, however, suggest that TQM also
includes continuous improvement work. That thesis is supported
xli
by Florida and Kenney's research conducted at Japanese
automotive, steel, computer, and transplant manufacturing
facilities in the U.S. (Kenney and Florida 1993, Florida and
Kenney 1990). Further evidence to sup-port the thesis that TQM
includes continuous improvement work is found by Lawler's
research of Fortune 1000 companies (Lawler 1986, Lawler et al.
1992). Perhaps best described as "enriched work" (Hackman and
Oldham 1980, Hackman and Wageman 1995), improvement
work is characterized by relatively high autonomy and skill
variety, particularly compared to programmed production work
(Adler 1992). TQM relies on the tools of scientific management
and experimentation to define the "best practices" used in
production; but not every step of the improvement efforts can be
standardized. This is because continuous improvement is
problem-solving in nature, requiring information search and
analysis to identify underlying relationships, determine feasible
solutions, and evaluate alternatives (Lillrank and Kano 1989,
Goldstein 1985, Hackman and Wageman 1995). However, it
would be misleading to characterize this work as innovation
(non-programmed ends and means), because its objectives are
the achievement of well-defined goals such as "increase quality
xlii
by 3%" or "reduce defects by 5%," or a broad, but directionally
oriented set of goals such as "reduce costs" or "increase quality."
We have therefore labeled it continuous improvement.
Summarizing, we offer the following definitional propositions:
PROPOSITION1: The TQM role includes standardized production
tasks: pre-specified production routines executed either
individually or in work teams. This work is programmed.
PROPOSITION2: The TQM role also includes continuous
improvement tasks: problem solving activities associated with
improving the pre-specified production routines. This work has
non-programmed means and programmed ends. As such, it is
distinct from both standardized production and innovation work.
PROPOSITION 3: The TQM role is dual: it is comprised of both
standardized production and continuous improvement tasks.
2.4 DEFINING QUALITY
Varying perspectives have been posited on the concept of
quality, with the result that there is barely a consensus on its
definition.
According to Oakland (1993), quality is often used to signify
excellence of a product or service, thus, people talk about ‘Rolls
Royce quality’ or ‘top quality’. It may also be used to indicate
xliii
that material conforms to certain physical dimensional
characteristics often set down in the form of a particular ‘tight’
specification. Oakland further argued that if we are to define
quality in a way that is useful in its management, then we must
recognize the need to include in the assessment of quality the
true requirements of the customer, the needs and expectations.
Quality then is simply meeting the customer requirements.
It is to be noted that meeting the customer requirements
definition of quality is not restrictive to the functional
characteristics of products and services; as such requirement
could also be to satisfy some prestige need among other more
subtle elements.
While Joseph Juran (1980), views a quality as fitness for
purpose or use, Deming (1986) argues that ‘quality should be
aimed at the needs to the consumer, present and future.
Feigenbaum defines quality as the total composite product
and service characteristics of marketing, engineering,
manufacture and maintenance through which the product and
service in use will meet the expectation of the customer.
To Crosby (1979), quality simply is conformance to
requirement. For organizations seeking to obtain and
xliv
demonstrate that they have achieved the key features of a
quality system, the British Standard defines quality as the
totality of features and characteristics of a product or service
that bear on its ability to satisfy stated or implied needs.
Deming’s approach to quality has been described as
philosophical and far – reaching. Although he does not think
that it is possible to make perfect products every time, he
believes in continuously working to improve, and like the other
quality experts, he focuses on changes in the work process
rather than in the product. He rejects the popular belief that
worker sloppiness is at the core of quality problems, blames
almost all lapses of quality of the system created by
management. He has a reputation for being very hard on
managers who want to escape the blame for poor quality (Griffin,
1993).
Philip Crosby believes perfection is possible and spreads
his message of zero defects and ‘do it right the first time’. He
believes it is possible to measure the cost of poor quality, and
that such measurements are necessary to combat the notion
that quality is expensive. He advocates that quality is not only
free, but also easy.
xlv
Whereas Feigenbaum stresses that working to improve
quality is an important way to lower costs and that investing in
quality improvement pays better dividends than any other
investment a company can make, Juran believes that managing
for quality is akin to managing finance, a matter of emphasis. In
contrast to Deming who sees competition among workers or
work groups as harmful because it detracts from total
cooperation, Juran argues that some competition within the
organization can be useful.
On his part, Griffin (1993), defines total quality as a
strategic commitment by top management to change its whole
approach to business to make quality a guiding factor in
everything it does, while Stahe (1995) lists the multiple
dimensions of quality to include conformance to specifications,
performance, quick response, durability, serviceability and
perceived quality.
Quality is not just associated with a product, it is seen by
the customer as the whole relationship. Quality is the concept
the consumer has about is decision to be associated with an
organization, says Gordon Gatiss (1996). The customer is
putting his own judgment and reputation on the line when he
xlvi
decides to take what you are offering. He expects you will
honour a lifetime of support if that is necessary, otherwise he
will perceive that your product is not total quality”.
From an internal customer viewpoint, one’s product or job
function can affect another’s performance and career. “If your
deliverable is not total quality, then his perception of you will by,
default, be one of not total quality” says Gordon Gatiss (1996).
“He may expect your involvement and help even though you may
feel it’s not your job”. Consequently, Gatiss defines quality as
meeting the customer requirements at all times and striving to
exceed them whenever possible.
Notwithstanding their differences, today’s leading quality
experts agree that the pus for quality must begin at the top,
which workers are generally not to blame for poor quality, that
poor quality is more expensive than high quality, and that
technological improvements or instituting small parts of a
quality agenda – like quality circles – does not result in high
quality. While they do not exactly agree on a definition of
quality, they do all accept that the definition must take into
account what will satisfy today’s and tomorrow’s customers
(Griffin, 1993).
xlvii
2.6 TOTAL QUALITY MANAGEMENT DEFINED
As defined by International Standard Organization (ISO):
"TQM is a management approach of an organization, centered on
quality, based on the participation of all its members and aiming
at long-term success through customer satisfaction, and benefits
to all members of the organization and to society."
In Japanese, TQM comprises four process steps, namely:
1. Kaizen – Focuses on Continuous Process Improvement, to
make processes visible, repeatable and measurable.
2. Atarimae Hinshitsu – Focuses on intangible effects on
processes and ways to optimize and reduce their effects.
3. Kansei – Examining the way the user applies the product
leads to improvement in the product itself.
4. Miryokuteki Hinshitsu – Broadens management concern
beyond the immediate product.
TQM requires that the company maintain this quality
standard in all aspects of its business. This requires ensuring
that things are done right the first time and that defects and
waste are eliminated from operations.
Total Quality Management (TQM) is a management strategy
aimed at embedding awareness of quality in all organizational
xlviii
processes. TQM has been widely used in manufacturing,
education, government, and service industries, as well as NASA
space and science programs.
TOTAL QUALITY MANAGEMENT (TQM):
Total = Quality involves everyone and all activities in the
company.
Quality = Conformance to Requirements (Meeting Customer
Requirements).
Management = Quality can and must be managed.
TQM = A process for managing quality; it must be a continuous
way of life; a philosophy of perpetual improvement in everything
we do.
2.7 TOTAL QUALITY MANAGEMENT (TQM): “A QUALITY
ORIENTED APPROACH”
Total Quality Management (TQM) is one of quality-oriented
approaches that many organizations adopt. It is generally
acknowledged that manufacturing companies need to be quality
oriented in conducting their business to survive the business
world. TQM is an integrated management philosophy and a set of
practices that emphasize top management commitment,
xlix
customer focus, supplier relationship, benchmarking, quality-
oriented training, employee focus, zero defects, process
improvement, and quality measurement. This paper investigates
the structural linkages between TQM, product quality
performance and business performance in the electronics
industry in Malaysia. Given the nature of this study, the
statistical analysis technique called Structural Equation
Modelling was used. This preliminary result suggests that there
is insufficient statistical evidence to conclude significant simple
relationships between TQM, product quality performance, and
business performance. This implies that the electronics industry
cannot assume direct causal linkages between these three
constructs, which might also suggest that there is a more
complex relationship between TQM, product quality performance,
and business performance. However, the results reveal that top
management commitment, supplier relations and training in
particular appear to be of primary importance for TQM practices
in Malaysian electronics companies.
2.8 CHARACTERISTICS OF TOTAL QUALITY MANAGEMENT
(TQM)
l
The characteristics of TQM, as revealed from above
definition are as follows:
1. TQM is customer oriented.
2. TQM requires a long term commitment for continuous
improvement of all processes.
3. The success of TQM demands the leadership of top
management and continuous involvement.
4. Responsibility for establishments and improvement of
systems lies with the management of an organization.
5. TQM is a strategy for continuously improving performance
at all levels and in all areas of responsibility.
2.9 POTENTIAL BENEFITS OF TOTAL QUALITY
MANAGEMENT (TQM)
The advantages of adopting TQM system compared to
conventional quality system are numerous and are outlined
below:
1. TQM helps to focus clearly on the needs of the market:
The traditional approach of quality control focuses on the
technical details of a product so as to satisfy the customer.
However, the customer longs for different satisfaction
perspectives which are generally overlooked in the traditional
li
approach. The needs change from person to person and also
from place to place. As TQM focuses on the concept of university,
it tries to abstract the satisfaction perceptions of the market and
thus helps the organization to identify and meet the
requirements of the market in a better way.
2. TQM facilitates to aspire for a top quality performer in
every sphere of activity:
It is a well accepted fact that the negative attitudes of employees
and non participative culture of the organization pose the
greatest hurdle to organization’s success, growth and prosperity.
TQM, emphasis on bringing about attitudinal and cultural
change through promotion of participative work culture and
effective team-work. This serves to satisfy the higher human
needs of recognition and self-development and enhances
employee’s interest in the job. The employee’s performance, thus,
is not restricted to the product or service areas but reflects in
other spheres as well.
3. It channelises the procedures necessary to achieve
quality performance:
Quality in its true sense can not be achieved instantly. It requires
a systematic and a long-term planning and strategic approach.
By focusing on defining the quality policies, goals and objectives,
lii
and communicating these properly to one and all in the
organization, adopting SQC and SPC techniques and developing
and using a system of evaluation , the organization can
channelize their efforts to achieve the desired and objectivities
quality performance.
4. It helps examine critically and continuously all processes
to remove nonproductive activities and waste:
The organizations always aim at improving productivity as it
leads to reduction in cost resulting in increase in profitability.
The efforts in this direction are contributed because of the
formation of quality improvement teams which meet regularly
and through a systematic approach which tries to remove
nonproductive activity. A continuous effort to identify the
problems and resolve them helps to reduce the waste. The
culture of well being thus improves housekeeping, cost-
effectiveness and safety.
5. It gears organizations to fully understand the
competition and develop an effective combating strategy:
The dynamic change in the global market and the open market
policies adopted by a large number of organizations has resulted
in increased competition and for many organizations the survival
has become a key issue.
liii
For this cause it is essential for the organizations to understand
the competition and develop and adopt suitable strategies to
meet the challenges. As TQM helps to understand the pulse of
customer and thus the market, it gives an edge to the
organizations of variable nature to meet the competition.
6. It helps to develop good procedures for communication
and acknowledging good work:
Improper procedures and inadequate communication are yet
another bane of many organizations, which result in
misunderstanding, confusion, low productivity, duplication of
efforts, poor quality, low morale and so on. TQM brings together
members of various related sections, departments and different
levels of management thereby providing an effective vehicle of
communication and interaction.
7. It helps to review the process needed to develop the
strategy of never ending improvement:
Quality improvement efforts cannot be restricted to any time
period. They need to be continuous to meet the dynamic
challenges. TQM emphasizes on a continuous and periodic
review so as to make the required changes.
The benefits derived by the organizations, therefore, are
many and multifaceted. Many of these can be measured in
liv
quantitative terms. However, the intangible benefit, which
includes enrichment of the quality of the work life and many
more are not quantifiable. At the same time, it has to be
established whether they do occur or not in order to prove or
disapprove the efficacy of the concept. This can be assessed by a
well-planned research project or by carrying out an opinion
survey periodically. The tangible and intangible benefits of TQM
are variable in nature.
2.10 TOTAL QUALITY MANAGEMENT AS A FOUNDATION:
TQM is the foundation for activities which include;
· Meeting Customer Requirements
· Reducing Development Cycle Times
· Just In Time/Demand Flow Manufacturing
· Improvement Teams
· Reducing Product and Service Costs
· Improving Administrative Systems Training
2.10.1 Ten Steps to Total Quality Management (TQM):
The Ten Steps to TQM are as follows:
1. Pursue New Strategic Thinking
2. Know your Customers
3. Set True Customer Requirements
lv
4. Concentrate on Prevention, Not Correction
5. Reduce Chronic Waste
6. Pursue a Continuous Improvement Strategy
7. Use Structured Methodology for Process Improvement
8. Reduce Variation
9. Use a Balanced Approach
10. Apply to All Functions
2.10.2 Processes must be Managed and Improved:
Processes must be managed and improved! This involves:
· Defining the process
· Measuring process performance (metrics)
· Reviewing process performance
· Identifying process shortcomings
· Analyzing process problems
· Making a process change
· Measuring the effects of the process change
Communicating both ways between supervisor and user
2.11 THE EIGHT ELEMENTS OF TQM:
Total Quality Management is a management approach that
originated in the 1950's and has steadily become more popular
lvi
since the early 1980's. Total Quality is a description of the
culture, attitude and organization of a company that strives to
provide customers with products and services that satisfy their
needs. The culture requires quality in all aspects of the
company's operations, with processes being done right the first
time and defects and waste eradicated from operations.
To be successful implementing TQM, an organization should
include:
Ethics, Integrity, Trust, Training, Teamwork
Leadership, Recognition, Communication
TQM has been coined to describe a philosophy that makes
quality the driving force behind leadership, design, planning, and
improvement initiatives. For this, TQM requires the help of those
eight key elements. These elements can be divided into four
groups according to their function. The groups are:
i. Foundation - It includes: Ethics, Integrity and Trust.
ii. Building Bricks - It includes: Training, Teamwork and
Leadership.
iii. Binding Mortar - It includes: Communication.
iv. Roof - It includes: Recognition.
I. Foundation:
lvii
TQM is built on a foundation of ethics, integrity and trust.
It fosters openness, fairness and sincerity and allows involvement
by everyone. This is the key to unlocking the ultimate potential of
TQM. These three elements move together, however, each
element offers something different to the TQM concept.
a. Ethics - Ethics is the discipline concerned with good and bad
in any situation. It is a two-faceted subject represented by
organizational and individual ethics. Organizational ethics
establish a business code of ethics that outlines guidelines that
all employees are to adhere to in the performance of their work.
Individual ethics include personal rights or wrongs.
b. Integrity - Integrity implies honesty, morals, values, fairness,
and adherence to the facts and sincerity. The characteristic is
what customers (internal or external) expect and deserve to
receive. People see the opposite of integrity as duplicity. TQM will
not work in an atmosphere of duplicity.
c. Trust - Trust is a by-product of integrity and ethical conduct.
Without trust, the framework of TQM cannot be built. Trust
fosters full participation of all members. It allows empowerment
that encourages pride ownership and it encourages commitment.
It allows decision making at appropriate levels in the
lviii
organization, fosters individual risk-taking for continuous
improvement and helps to ensure that measurements focus on
improvement of process and are not used to contend people.
Trust is essential to ensure customer satisfaction. So, trust
builds the cooperative environment essential for TQM.
II. Bricks
Basing on the strong foundation of trust, ethics and integrity,
bricks are placed to reach the roof of recognition. It includes:
a. Training - Training is very important for employees to be
highly productive. Supervisors are solely responsible for
implementing TQM within their departments, and teaching their
employees the philosophies of TQM. Training that employees
require are interpersonal skills, the ability to function within
teams, problem solving, decision making, job management
performance analysis and improvement, business economics and
technical skills. During the creation and formation of TQM,
employees are trained so that they can become effective
employees for the company.
b. Teamwork - To become successful in business, teamwork is
also a key element of TQM. With the use of teams, the business
will receive quicker and better solutions to problems. Teams also
lix
provide more permanent improvements in processes and
operations. In teams, people feel more comfortable bringing up
problems that may occur, and can get help from other workers to
find a solution and put into place. There are mainly three types
of teams that TQM organizations adopt:
1. Quality Improvement Teams or Excellence Teams (QITS) -
These are temporary teams with the purpose of dealing with
specific problems that often re-occur. These teams are set up for
period of three to twelve months.
2. Problem Solving Teams (PSTs) - These are temporary teams
to solve certain problems and also to identify and overcome
causes of problems. They generally last from one week to three
months.
3. Natural Work Teams (NWTs) - These teams consist of small
groups of skilled workers who share tasks and responsibilities.
These teams use concepts such as employee involvement teams,
self-managing teams and quality circles. These teams generally
work for one to two hours a week.
c. Leadership - It is possibly the most important element in
TQM. It appears everywhere in organization. Leadership in TQM
requires the manager to provide an inspiring vision, make
lx
strategic directions that are understood by all and to instill
values that guide subordinates. For TQM to be successful in the
business, the supervisor must be committed in leading his
employees. A supervisor must understand TQM, believe in it and
then demonstrate their belief and commitment through their
daily practices of TQM. The supervisor makes sure that
strategies, philosophies, values and goals are transmitted down
through out the organization to provide focus, clarity and
direction. A key point is that TQM has to be introduced and led
by top management. Commitment and personal involvement is
required from top management in creating and deploying clear
quality values and goals consistent with the objectives of the
company and in creating and deploying well defined systems,
methods and performance measures for achieving those goals.
III. Binding Mortar
a. Communication - It binds everything together. Starting from
foundation to roof of the TQM house, everything is bound by
strong mortar of communication. It acts as a vital link between
all elements of TQM. Communication means a common
understanding of ideas between the sender and the receiver. The
success of TQM demands communication with and among all the
lxi
organization members, suppliers and customers. Supervisors
must keep open airways where employees can send and receive
information about the TQM process. Communication coupled
with the sharing of correct information is vital. For
communication to be credible the message must be clear and
receiver must interpret in the way the sender intended.
There are different ways of communication such as:
1. Downward communication - This is the dominant form of
communication in an organization. Presentations and
discussions basically do it. By this the supervisors are able to
make the employees clear about TQM.
2. Upward communication - By this the lower level of
employees are able to provide suggestions to upper management
of the affects of TQM. As employees provide insight and
constructive criticism, supervisors must listen effectively to
correct the situation that comes about through the use of TQM.
This forms a level of trust between supervisors and employees.
This is also similar to empowering communication, where
supervisors keep open ears and listen to others.
3. Sideways communication - This type of communication is
important because it breaks down barriers between departments.
lxii
It also allows dealing with customers and suppliers in a more
professional manner.
IV. Roof
a. Recognition - Recognition is the last and final element in the
entire system. It should be provided for both suggestions and
achievements for teams as well as individuals. Employees strive
to receive recognition for themselves and their teams. Detecting
and recognizing contributors is the most important job of a
supervisor. As people are recognized, there can be huge changes
in self-esteem, productivity, quality and the amount of effort
exhorted to the task at hand. Recognition comes in its best form
when it is immediately following an action that an employee has
performed. Recognition comes in different ways, places and time
such as:
Ways - It can be by way of personal letter from top management.
Also by award banquets, plaques, trophies etc.
Places - Good performers can be recognized in front of
departments, on performance boards and also in front of top
management.
lxiii
Time - Recognition can be given at any time like in staff meeting,
annual award banquets, etc.
We can conclude that these eight elements are key in ensuring
the success of TQM in an organization and that the supervisor is
a huge part in developing these elements in the work place.
Without these elements, the business entities cannot be
successful TQM implementers. It is very clear from the above
discussion that TQM without involving integrity, ethics and trust
would be a great remiss, in fact it would be incomplete. Training
is the key by which the organization creates a TQM environment.
Leadership and teamwork go hand in hand. Lack of
communication between departments, supervisors and
employees create a burden on the whole TQM process. Last but
not the least; recognition should be given to people who
contributed to the overall completed task. Hence, lead by
example, train employees to provide a quality product, create an
environment where there is no fear to share knowledge, and give
credit where credit is due is the motto of a successful TQM
organization.
2.12 TOTAL QUALITY MANAGEMENT PRINCIPLES
lxiv
Total Quality Management as a business philosophy is
predicated on the following basic principles:
1. Quality can and must be managed.
2. Everyone has a customer and is a supplier.
3. Processes, not people are the problem.
4. Every employee is responsible for quality.
5. Problems must be prevented, not just fixed.
6. Quality must be measured.
7. Quality improvements must be continuous.
8. The quality standard is defect free.
9. Goals are based on requirements, not negotiated.
10. Life cycle costs, not front end costs.
11. Management must be involved and lead.
12. Management Commitment
a. Plan (drive, direct)
b. Do (deploy, support, participate)
c. Check (review)
d. Act (recognize, communicate, revise)
13. Employee Empowerment
a. Training
b. Suggestion scheme
lxv
c. Measurement and recognition
d. Excellence teams
14. Continuous Improvement
a. Systematic measurement and focus on CONQ
b. Excellence teams
c. Cross-functional process management
d. Attain, maintain, and improve standards
15. Customer Focus
a. Supplier partnership
b. Service relationship with internal customers
c. Never compromise quality
d. Customer driven standards
e. Plan and organize for quality improvement.
2.13 CHALLENGES OF TOTAL QUALITY MANAGEMENT
IMPACT ON CONSUMERS
The following are the problems associated with Total
Quality Management which affects its real and effective
implementation.
A. Misapplication of Total Quality Management Tools:
The importance of Service Quality tools is often
diminished by the way in which they are taught; to large groups
lxvi
by rote with examples that don’t relate well to trainees actual
work. Tools should focus on and be learned in the context of
their real uses that is as applied to the real work of needs of
trainees. Thus, a strategic analysis group needs real skill in
flowcharting, while as sales team many requires less emphasis
on that tool but much more on the use of Pareto charts which
according to Sashkin and Kiser (1993) is really the application
of common sense. According to them, all teaching should being
with the needs of the learners, not the needs of the teachers. By
maturing needs the right tools permits the learners solve
problems and improve work processes.
B. Misconception of Total Quality Management:
According to Sashkin and Kiser (1993), Service Quality
has three important foundations. The first concerns tools and
techniques that people are trained to use to identify and solve
quality problems. The second factor centers on the customer as
the focus of TQM. The third factor is the organization’s culture. A
TQM culture is based on certain values and leadership vision.
Unfortunately, many organizations lack the knowledge of
the efficacy of these three foundations. Some focus only on
customers and forgets the other two, while some focus on
lxvii
organization culture, forgetting how important a customer is or
how significant and highly important it is to offer the customer
with the best quality products which can only be achieved
through the acquisition of good planning and skills for
identification and solution to problem.
C. General Ignorance of Total Quality Management
Importance:
Generally, many organizations lack the efficacy of the TQM
workings, due to lack of information, education, and
enlightenment on the TQM concept and its working, the
appreciation and implementation is zero.
D. Lackadaisical Attitude
Many organizations, despite the fact that they are aware of
the TQM concepts, its workings and prospects are still lukewarm
and uninterested in appreciating and implementing TQM. Some
views attribute this to the tedious or strenuous nature of the
concept, while others see it as having a high financial/cost
implication.
E. Lack of Finance:
lxviii
Unavailability or inadequate finance to implement the Total
Quality Management concept is a great factor militating against
the implementation of TQM. Even when some organizations that
is willing to execute the TQM concept, they may be inadequately
equipped financially. The resultant effect is that the jobs will be
done in a haphazard manner which in the long run might end up
not actualizing the desired results).
F. Involvement of Non-Experts:
The engagement of quacks or charlatans (false experts) in
the TQM processes and implementation will obviously amount to
a waste of resources by the concerned organizations there by
killing the dreams of such organizations.
G. Lack of Evaluation and Follow up:
The inability of some organizations to evaluate and monitor
effectively the processes and implementation of TQM, to
determine if actually the result meets or matches the desired set
standard is another militating factor against the TQM
implementation for the organizational goals and objectives
realization.
lxix
In addition to the foregoing problems, Cole (1993) reported
the following as problems or failures to the successful
implementation of TQM:
a. Early company effort that is simplistically grasped at
quality circles to provide the whole solution.
b. Overall reliance on statistical methods.
c. Under reliance on statistical methods.
d. Bellowing of top management about quality without any
follow-up.
e. Wholesale training of employees without immediate
application.
f. Unrealistically high expectations of quick results.
g. The bureaucratization of quality efforts.
h. Quality zealous who claim quality to be a costless
solution and a cure for whatever ails a company.
i. The failure to redesign traditional reward structures and
organizational objectives to bring them into the with the
new quality initiative (business as usual, but let’s add
quality to what we are doing).
j. Failure to recognize the strong linkage between quality
objectives and increased employee participation.
lxx
k. Failure to fully integrate key functions like marketing
into quality improvement activities.
l. Unwillingness to adjust quality initiatives to a special
circumstances relating to nation, industry and firm level
conditions such as length of product circle and
competitive environment.
m. Inability to move away from traditional results-oriented
management style, and failure to build customer
expectations and needs into daily organizational
activities. All these factors contributed to TQM failures a
massive waste of resources over the last decade (Cole,
1993).
2.14 PROSPECTS OF TOTAL QUALITY MANAGEMENT ON
CONSUMER
There are a lot of prospects/gains accruable from the
appreciation and implementation of Total Quality Management.
And this is if only the TQM concept is properly conceived,
appreciated and implemented. The following are the likely
prospects.
A. The deeper importance of tools, however is that they teach
two important but subtle lessons. First, they teach the
lxxi
meaning of variability, which is at the technical heart of
TQM. Using TQM to strive for continuous improvement
requires people to understand the use TQM tools, people
learn to control variability and control of variation is the
technical means to TQM (Sashkin and Kiser, 1993). The
use of TQM tools to analyze and control variability means
that random change no longer needs to apply, that people
can come to understand work processes and then go on to
control and improve them.
B. While the above points are obvious from a practical angle,
they have deeper implications. Their real importance
according to Sashkin and Kiser (1993) is psychological.
That is, being able to control one’s work outcomes through
the use of TQM, tools shows people that they can cause,
control and determine how the things turn out. This
contrasts will allow frequent role of the worker as a passive
ineffectual by stander, unable to achieve the sort of results
expected and of which he or she is capable.
C. When TQM is used effectively it creates in users a sense of
what, psychologists call self efficacy or what ordinary
people refer to as self confidence and self esteem. These
lxxii
attitudes don’t come as some seem to think, from
motivational pep talks or from being told how wonderful
and valuable one is self-confidence and self esteem result
from doing and succeeding from recognizing that success
was due to one’s own actions, not to fate or chance.
D. Thus TQM tools selected and targeted to the needs and
types of problems that users face don’t just teach about
variation. They do more than just provide users with the
means to solve problems of uncontrolled variation. TQM,
tools teach users that they can control their own outcomes.
They create in users a sense of self control that is a crucial
prerequite for long term success.
E. Like tools, TQM techniques have an important, less obvious
purpose than simply providing structured ways for people
to work together more effectively to solve quality problems.
Techniques like quality circles and group brainstorming
help people develop the skills needed for effective team
work. They reinforce the team structure that is usually
crucial aspect of the sort of organizational culture that
supports TQM. Other techniques, like quality function
development or design from manufacture cross-team
lxxiii
cooperation and the systems viewpoint, two important
aspects of culture that support TQM.
See from another perspective however, Aluko, et al presents
the following as examples of the successful performance of
TQM.
1. Sustained top management leadership for total quality
practice and active use of their own daily management
operations.
2. A reasonable focus on the customer, both in setting
strategic objectives and in building organizational routines
that link as many units and levels in the firm as possible to
identifying and meeting customer needs, wants, desires
and expectations.
3. Methodically improving the quality of all business
processes and strategies from an internal and external
customer perspective.
4. A decentralization of decision-making responsibility to a
well-trained problem-solving labour force (ie. employee
participation in decision making).
lxxiv
5. A breaking down of barriers between departments and
managerial levels so that cross-functional management
becomes the normal operating procedure.
6. A combined emphasis on both incremental, continuous,
total quality improvement and break-through strategies,
and
7. A linage of reward and measurement systems, both formal
and informal, to support this new directions.
In summary, the most obvious operational aspects of TQM
are usually from a practical viewpoint. Total Quality Management
tools help people to collect and analyze data so they can solve
quality problems and make continuous improvements. Total
Quality Management techniques facilitate group problem solving.
But the deeper importance of Total Quality Management tools is
to enable people to develop a sense of control over their own work
and outputs. And the real importance of TQM techniques is their
effect in facilitating team operation and cooperation between
units.
lxxv
REFERENCES
Aeker, D.A. (1993): Managing Asset and Skills: The key to a
Approach; London: Cassell.
Belohlav, J. (1993): Quality, Strategy and Competitiveness;
California Management Review, Special Issues: TQM,
Spring, Vol.35 No.3
Cole, G.A. (1994): Strategic Management: Theory and Practice;
New Jersey: Carper Publishers.
Crosby, P.B. (1979): Quality is Free; New York: McGraw Hill.
Deming, W.E. (1986): Out of Crisis; New York: MIT Press.
Easton, G. (1993): The 1993 State of U.S Total Quality
Management: A Bald ridge Examiners Perspective;
California Management Review
lxxvi
Gattis, G.F. (1996): Total Quality Management: A Total Quality;
Houston: Iris Publishers.
Griffin, R.W. (1993): Management; Boston: Houghton Mifflin
Company.
Juran, J. (1980): Quality Planning and Analysis; New Jersey:
McGraw Hill.
Korduplski, R.E (1993): Why improving Quality doesn’t improve
Quality (or whatever happened to Marketing?);
California Management Review, Special Issues.
Oakland, J.S. (1993): Total Quality Management; London: DP
Publication.
Ohmae, K. (1993): The Mind of the Strategist, quoted in Belohlav,
J.
Peters, T and Watermann, R. (1982): In search of Excellence:
Lessons from American’s Best run Companies; New
York: Harper and Row.
Pfeffer, J. (1994): Competitive Advantage through People;
California Management Review, Winter.
Porter, M.E (1980): Competitive Strategy; New York: The Free
Press.
Sashikin, M and Kiser K.J. (1993): Putting Total Quality and
Sustainable Competitive Advantage; California
Management Review: Winter.
Tamunomiebi, M.D. (1997): “Total Quality Management RSUST
Management Scientist, Vol.1 No.1 January- December.
Williams, J.R. (1992): “How Sustainable is your Competitive
Quality Services; Harvard Business Review:
September-October.
Internet Source:
lxxvii
(http://en.wikipedia.org/wiki/Etisalat
http://en.wikipedia.org/wiki/Globacom)
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
Haven reviewed the relevant literature of this study, in the
preceding chapter; we will examine the methodology that will be
employed in the course of the study. For ease of understanding,
we will consider the methodology under the following sub-
headings – Research Design, Population of the Study, Sampling
and Sampling Procedure, Source of Data and Data Collection
Instruments, Determination of Sample Size, Test of Reliability
and Validity, and Method of Data Analysis.
3.2 RESEARCH DESIGN
lxxviii
Research design is a framework or plan that is used as a
guide in collecting and analyzing the data for a study (Baridam,
1997). It is a model of proof that allows the researcher to draw
inferences concerning casual relations among the variables
under investigational pattern or framework of the project that
stipulates what information is to be collected, from which source
and by what procedures.
The research design approach that will be adopted in this
work is the survey research technique. This is as a result of the
descriptive nature of the study.
The survey approach appeases best suited for this work since it
is not quite feasible to interview the population.
Furthermore, in surveys, there are fixed sets of questions,
and responses which are systematically classified, so that
quantitative comparison can be made.
In the words of Oppenheim (2008), a survey, therefore, is a
form of planned collection of data for the purpose of analyzing
the relationships between certain variables.
3.3 POPULATION OF THE STUDY
lxxix
The population of this study will cover the Management
Staff of Globacom and Etisalat Limited, Enugu. At present the
staff strength of the two telecom firms is unknown.
From the population that will emerge, a test sample will be
drawn and it is believed information that will be obtained from
the two telecom firms will have much relationship and relevance
to other branches of the two telecom firms nation wide, as well as
other telecom firms generally.
3.4 SAMPLING/SAMPLING PROCEDURE
The sampling procedure that will be employed in this
research is the probability sampling. The probability sample is
one in which sampling units are selected by chance and for
which there is a known chance of each unit being selected i.e.
the probability of selection of each respondent is known
(Ikeagwu, 1998).
The essential characteristics of probability sampling are
that, one can specify for each element of the population the
probability that it will be included in the sample.
Simple random sampling is the basic probability sampling
design, and is incorporated in more complex probability sampling
lxxx
designs. A simple random sample, by this method, will be
selected by a process that not only gives each element in the
population on equal chance of being included in the sample, but
also makes the selection of every possible combination of the
desired number of cases equally likely (Selltiz et al, 2000).
3.5 SOURCE OF DATA/DATA COLLECTION INSTRUMENT
There will be two basic forms and sources of data: Primary
and Secondary.
i. Primary Data: These consist of all the information that will
be obtained directly from the respondents in any research
situation. Primary data will be collected with the aid of
questionnaire and personal interview.
Questionnaire will be used because it is the cheapest
method of collecting information from top Management. More
so, it represents a more objective and controlled presentation. In
addition, it allows respondents to answer questions thoughtfully
at their own pace. By using this method, the assumption is that
the haste and distractions associated with this technique such as
telephone interviews, e.t.c, will be eliminated or at least
minimized. In order to collect the needed data for this study, the
questionnaire will be designed to take care of information
lxxxi
concerning the nature of the business and questions relevant to
Total Quality Management Impact on Consumer.
The kinds of questions will be closed and open-ended.
Closed-ended questions are to be used to ease response by
respondents. In addition, the closed-ended questions will be
made up of two or more multiple choice answers or responses.
The open-end questions will however be used to give respondents
opportunity to supply their personal opinions as they deem fit.
Personal interview will also be used to get relevant and
useful information as well as certain facts which are not included
in the questionnaire. The use of personal interview will create
room for easy administration of the study.
ii. Secondary Data: Secondary data will be obtained from text
books, journals, newspapers, unpublished works, magazines,
seminar papers and internet. The use of secondary data proved
very useful during the literature review stage. Again, it allowed
for easy comparison or discussion of the data collected.
3.6 DETERMINATION OF SAMPLE SIZE
In determining the sample size, the researcher will conduct
a pilot survey of which questionnaires will be randomly
administered on the population of interest. Of this number
lxxxii
administered, some will be taken as a positive response and
others as negative response.
To determine the optimum sample size therefore, the
researcher will adopt the Wilhelm and Freund Model of sample
size determination represented by this formula below:
N = (z)2 (pq)
e2
where:
N = the sample size
z = 1.96 (95% confidence level)
p = the success rate (85%)
q = the failure rate (15%)
e = error margin (5%)
3.7 TEST OF RELIABILITY AND VALIDITY INSTRUMENTS
In order to ensure reliability and validity of the instruments
and responses that will be elicited, a sample survey
questionnaire will be administered to the Management Staff of
Globacom and Etisalat Limited, Enugu at random. It will help
confirm that the questionnaire will not only be simplified in its
lxxxiii
language but cover all relevant areas of the firm’s operation as it
relates Total Quality Management.
3.8 METHOD OF DATA ANALYSIS
Appropriate descriptive statistical techniques such as
frequency distribution and simple percentages will be used to
characterize the responses.
The use of percentage analysis will make it possible for the
figures of most of the information in the research work which will
be in absolute terms to be converted to real terms. The statistical
tool will facilitate the comparison of figures and standardizes
data, thereby reducing the difficulty of comparing non
standardized figures. The researcher will use 100 as its base.
3.9 TEST OF HYPOTHESES
The main method to test the research hypothesis will be the
Chi-Square.
The Formula for Chi-Square is as follows:
X2 = (nij – eij)2
e2
Where X2 = Chi-square
nij = Observed frequencies
eij = expected frequencies.
The degree of freedom is determined with the following
formula:
lxxxiv
df = (r-1) (c-1)
Where r = the number of rows
c = the number of columns
lxxxv
REFERENCES
Baridam, D.M. (1997): Benchmarking: A TQM Tool, Paper
presented by Nigerian Institution of Management of
Delta Hotels Limited, Port Harcourt.
Ikeaguwu, E.K. (1998): Groundwork of Research
Methodology Procedures; Institute for Development
Studies, University of Nigeria, Enugu Campus.
Oppenhein, A.N. (2008): Questionnaire Design and Attitude
Measurement; London, Melbourne, Toronto:
Heinemann Educational Books Limited.
Selltiz, C. (2000): Research Method in Social Relations; New York,
Chicago, Sanfranciso, Toronto: Holt Rinehart and
Ninston.
lxxxvi
BIBLIOGRAPHY
Aeker, D.A. (1993): Managing Asset and Skills: The key to a
Sustainable Competitive Advantage”. California
Management Review, Winter.
Aluko, M. et al (2004): Business Policy and Strategy (3rd ed.);
Lagos: Longman Plc.
Baridam, D.M. (1997): Benchmarking: A TQM Tool, Paper
presented by Nigerian Institution of Management of
Delta Hotels Limited, Port Harcourt.
Bart, V., Andrew B., Theresa, S.J (2000): The Effective Design of
Work under Total Quality Management; Organization
Science, Vol. 11, No. 1 (Jan. - Feb), pp. 102-117:
Informs Publisher
Belohlav, J. (1993): Quality, Strategy and Competitiveness;
California Management Review, Special Issues: TQM,
Spring, Vol.35 No.3
Cole, G.A. (1994): Strategic Management: Theory and Practice;
New Jersey: Carper Publishers.
Crosby, P.B. (1979): Quality is Free; New York: McGraw Hill.
Deming, W.E. (1986): Out of Crisis; New York: MIT Press.
Easton, G. (1993): The 1993 State of U.S Total Quality
Management: A Bald ridge Examiners Perspective;
California Management Review.
Fernandez, A. and Stahl, M.J. (1995): Management: Total
Quality in a Global Environment; Massachusetts:
Blackwell Publishers Limited.
lxxxvii
Gattis, G.F. (1996): Total Quality Management: A Total Quality;
Houston: Iris Publishers.
Griffin, R.W. (1993): Management; Boston: Houghton Mifflin
Company.
Ikeaguwu, E.K. (1998): Groundwork of Research
Methodology Procedures; Institute for Development
Studies, University of Nigeria, Enugu Campus.
Juran, J. (1980): Quality Planning and Analysis; New Jersey:
McGraw Hill.
Korduplski, R.E (1993): Why improving Quality doesn’t improve
Quality (or whatever happened to Marketing?);
California Management Review, Special Issues.
Nzelibe, C.G.O. and Ilogu, G.C. (1996): Fundamentals of
Research Methods; Enugu: Optimal Press.
Oakland, J.S. (1993): Total Quality Management; London: DP
Publication.
Ohmae, K. (1993): The Mind of the Strategist, quoted in Belohlav,
J.
Oppenhein, A.N. (2008): Questionnaire Design and Attitude
Measurement; London, Melbourne, Toronto:
Heinemann Educational Books Limited.
Peters, T and Watermann, R. (1982): In search of Excellence:
Lessons from American’s Best run Companies; New
York: Harper and Row.
Pfeffer, J. (1994): Competitive Advantage through People;
California Management Review, Winter.
lxxxviii
Porter, M.E (1980): Competitive Strategy; New York: The Free
Press.
Reichheld, F.F and Sasser, W.E. (1990): Zero Defections: Quality
Comes to Services”. Harvard Business Review,
September-October.
Sashikin, M and Kiser K.J. (1993): Putting Total Quality and
Sustainable Competitive Advantage; California
Management Review: Winter.
Selltiz, C. (2000): Research Method in Social Relations; New
York, Chicago, Sanfranciso, Toronto: Holt Rinehart
and Ninston.
Tamunomiebi, M.D. (1997): “Total Quality Management RSUST
Management Scientist, Vol.1 No.1 January- December.
Wheelen, T.L. and Hunger, J.D. (2004): Strategic Management
and Business Policy (9th ed); UK: Pearson Prentice
Hall.
Williams, J.R. (1992): “How Sustainable is your Competitive
Quality Services; Harvard Business Review:
September-October.
Zikmund, W.G. (1994): Business Research Methods; Orlando:
Dryden Press Limited.
Internet Source:
http://en.wikipedia.org/wiki/Globacom)
(http://en.wikipedia.org/wiki/Etisalat
lxxxix
APPENDIX I
Enugu State University of Science And Technology (ESUT), Enugu, Faulty of Management Sciences, Department of Business Admn, March, 2011.
Dear Respondents,
I am a B.Sc student of the above-mentioned University.
This questionnaire is designed to elicit relevant information on
the assessment on the Implementation of Total Quality
Management (TQM) in the Telecommunications Industry:
Problems and Prospects a Case Study of Globacom and Etisalat
Limited, Enugu; which is a research proposal to serve in partial
fulfillment for the award of the Bachelor of Science in Business
Administration.
Please, kindly provide objective answers to the following
questions. All information provided will be treated in strict
confidence. Thank you.
Yours faithfully,
Agaji, Angela
ESUT/08/95361
xc
xci
APPENDIX II
QUESTIONNAIRE
Please tick (√√√√) where applicable
1. Gender: (a) Male ( ) (b) Female ( )
2. Age bracket: (a) 16-25) ( ) (b) 26-34 ( )
(c) 35-43 ( ) (d) 44 and above ( )
3. Educational Qualification:
(a) Ph.D ( ) (b) Master Degree ( )
(c) HND/Bachelors Degree ( ) (d) OND/NCE ( )
(e) WAEC ( ) (f) Others ( )
4. What is your current designation/post?
(a) Management Staff ( ) (b) Senior Staff ( )
(c) Junior Staff ( ) (d) Other ( )
5. How long have you been with your organization?
(a) 1-3 years ( ) (b) 4-6 years ( )
(c)7-9 years ( ) (d) 10-12 years ( )
(e) 13-15 years ( )
6. Does your organization practice Total Quality Management
(TQM)?
(a) Yes ( ) (b) No ( ) (c) No idea ( )
7. Do you see Total Quality Management as a strategic tool to
gain competitive advantage?
(a) Yes ( ) (b) No ( ) (c) No idea ( )
8. Does the success of Total Quality Management (TQM)
require teamwork and communication?
xcii
(a) Yes ( ) (b) No ( ) (c) No idea ( )
9. To what extent is employee participation in strategic
planning; and commitment to work necessary for
successful Total Quality Management (TQM)
implementation?
(a) Very Great ( ) (b) Great ( )
(c) Considerate ( ) (d) Slight ( )
10. To what extent is employee’s training instrumental to Total
Quality Management success?
(a) Very Great ( ) (b) Great ( )
(c) Considerable ( ) (d) Slight ( )
11. To what extent has Total Quality Management (TQM)
allowed for increased customer focus?
(a) Very Great ( ) (b) Great ( )
(c) Considerable ( ) (d) Slight ( )
12. Strategic planning rather than ad-hoc measures are used
to bring about Total Quality Service.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (d) Strongly Disagree ( )
13. All paid employees of your firm are involved in Total Quality
program.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (d) Strongly Disagree ( )
xciii
14. The implementation of Total Quality Management in your
organization gives room for corporate restructuring and e-
engineering.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (e) Strongly Disagree ( )
15. Regular market surveys are conducted to determine
consumer requirements and needs.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (e) Strongly Disagree ( )
16. Such surveys are also carried out to measure the impact of
Total Quality Management (TQM) approach.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (e) Strongly Disagree ( )
17. Total Quality Management (TQM), allows for increase in
customer satisfaction and employees performance.
(a) Strongly Agree ( ) (b) Agree ( )
(c) Disagree ( ) (e) Strongly Disagree ( )
18. What are the strategic management processes involved in
your organization to implementing Total Quality
Management?
(i) ………………………………………………………………….
(ii) ………………………………………………………………….
(iii) …………………..…………………………………………….
(iv) ………………………………………………………………..
(v) ……………………………………….……………………...
xciv
19. What are the various problems that could hinder Total
Quality Management (TQM) in your organization?
(i) ………………………………………………………………….
(ii) ……………………………………..……………………………
(iii) ..……………..…………………….…………………………
(iv) ………………………………………………………………….
(v) …………………………………………………………………..
20. What are the prospects/gains associated/accruable from
the effective/efficient impact of Total Quality Management
in your organization?
(i) ………………………………………………………………
(ii) ………………………………………………………………
(iii) ………………..……………………………………………….
(iv) ………………………………………………………………..
(v) ………………………………………………………………...