scholarly journals Effect of Strategic Quality Management Practices on Organizational Performance of Mobile Telecommunications Companies in Rwanda: A Case of MTN Rwanda

2019 ◽  
Vol 8 (10) ◽  
Author(s):  
Sarah Mwende Wambua ◽  
Patrick Mulyungi
Keyword(s):  
Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Mobile Telecommunications ◽  
Quality Management Practices ◽  
Strategic Quality Management ◽  
Telecommunications Companies

Implementing capabilities-based quality management and marketing strategies to improve business performance

2016 ◽  
Vol 33 (8) ◽  
pp. 1124-1137 ◽  
Author(s):  
Satish Mehra ◽  
Joshua T. Coleman
Keyword(s):  
Quality Management ◽  
Marketing Strategy ◽  
Organizational Performance ◽  
Management Practices ◽  
Retail Banking ◽  
Marketing Strategies ◽  
Content Type ◽  
Quality Management Practices ◽  
Study Results ◽  
The Impact

Purpose The purpose of this paper is to study the impact of successfully coordinating infrastructural capabilities, such as technology, and structural capabilities, such as people, on the performance of service businesses. Effective coordination of these two types of capabilities is shown to impact the implementation of quality management practices and the design of marketing strategy, both of which when utilized properly, lead to enhanced organizational performance. Design/methodology/approach The authors surveyed retail banking firms for this study to analyze empirical data on infrastructural and structural capabilities. Results were corroborated on the basis of in-depth interviews with several banking managers to provide real world verification of the findings. Findings Results indicate that both infrastructural and structural capabilities positively impact the design of marketing strategy, while only structural capabilities impact the implementation of quality management practices. Both, successfully implemented quality management ideals and a well-designed marketing strategy, are shown to enhance overall organizational performance. Research limitations/implications Research was conducted on a specific sector of the service industry, the banking sector. Also, the relatively small size of the study sample may have impacted the outcome of research applicability in some large businesses. Continuously emerging financial regulations could not be incorporated in the study. On the positive side, strong managerial feedback provides guidance toward adopting the study results, and lays the foundation for future research. Originality/value As today’s rapidly evolving society pushes people out of service encounters, replacing them with efficient and cost-saving technology, roles of both the people and the technology in an organization must be fully understood. This paper shows that, despite the exponential growth of technological innovation, both people and technology are critical to enhancing organizational performance through sound quality management practices and supportive marketing strategies.

Total Quality Management Practices in Multinational Corporations

2017 ◽  
pp. 805-823
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Total Quality ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Service Training ◽  
Dynamic Quality

This chapter introduces the practices of Total Quality Management (TQM) in multinational corporations, thus explaining the history, overview, concept, and the various components of TQM. TQM practices and organizational culture, TQM practices and organizational performance (in terms of quality data and reporting, supplier quality management, product and service design, and process management), and the practical application of total quality management in service and manufacturing sectors are discussed. This calls for a change on the part of organization stakeholders to adopt these new practices through an effective in-service training for managers and staff to adequately put these principles into practice and by adopting an effective utilization of human resources to initialize and maintain the attempts to create a dynamic quality system. The chapter argues that applying total quality management practices in multinational corporations will significantly enhance organizational performance and achieve business goals in the global business environment.

scholarly journals The Effect of TQM on firm Performance: Empirical Study in Jordanian Private Airlines

2018 ◽  
Vol 12 (9) ◽  
pp. 140
Author(s):  
Adnan M. Rawashdeh
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Performance Measures ◽  
Management Practices ◽  
Future Research ◽  
Total Quality ◽  
Quality Management Practices ◽  
And Performance

The purpose of this study was to explre the relationship between total quality management and firm performance, i.e. quality, business and organizational performance in Jordanian private airlines. The design of this study has a quantitative approach. Data was obtained by questionnaire instrument. The respondents of this study are all employees in quality department, maintenance department, human resource department, and operation department. The number of population was 480 employees. Random sampling was used in the study. 340 completed questionnaires were analyzed as a final sample. Three hypotheses have been developed through literature review and tested using descriptive statistical analysis performed by SPSS. The results show that total quality management practices have a positive and significant impact on business, quality, and organizational performance in Jordanian private airlines. The study reports that effective implementation of total quality management practices results in enhancing airline performance. The major limitation of this study is that the study asked for perceived data about actual TQM practices and performance measures, but the respondents might have given desired data, which made their companies sound good, most of the respondents were non managers and from different departments in addition to the quality department, who might not understand to answer the questions accurately. Another limitation was that business performance tenets were measured by using one question per each tenet. Future research may investigate those TQM practices and performance measures in another Jordanian industry.

scholarly journals Quality Management Practices and Competitiveness of Manufacturing Firms in Nairobi

2020 ◽  
Vol 4 (1) ◽  
pp. 27
Author(s):  
Jacqueline Wangui Muiruri ◽  
Dr. Magutu Obara Peterson
Keyword(s):  
Quality Management ◽  
Management Practices ◽  
Research Study ◽  
Manufacturing Firms ◽  
P Value ◽  
Significance Level ◽  
Quality Management Practices ◽  
Adoption And Implementation ◽  
Operational Activities ◽  
Strategic Quality Management

Purpose: The main objective of this study was to establish the influence of quality management practices on competitiveness of manufacturing firms in Nairobi.Methodology: The research adopted a descriptive survey research design in trying to focus on manufacturing firms operating in Nairobi. This study used the list of manufacturing firms in Nairobi as provided in the KAM directory that showed a total of 499 manufacturing firms operating in Nairobi. The research study used stratified random sampling. The sample size of the research study was 50 manufacturing firms. The data was collected by use of structured questionnaires. It was done from operations managers, quality assurance managers and supply chain managers or their equivalents since they were deemed to be well versed and had good understanding of strategic quality management practices and operational activities of manufacturing firms. The information from the analysis was presented by use of pie charts, graphs, bar charts and tables to search for any correlation between strategic quality management practices and firms’ competitiveness.Results and conclusion: The results revealed that bench marking and competitiveness were positively and significantly correlated (r=0.578, p=0.000). The results further showed that continuous improvement and competitiveness were positively and significantly related (r=0.620, p=0.000). It was additionally verified that supplier partnering and competitiveness were positively and significantly related (r=0.510, p=0.000). Equally, the results showed that six sigma and competitiveness were positively and significantly related (r=0.529, p=0.000). Finally, the results revealed that quality management practices and competitiveness were positively and significantly related (r=0.642, p=0.000). The results indicated that the overall model was statistically significant. Further, the results imply that the independent variables are good predictors of firm competitiveness. This was reinforced by an F statistic of 21.769 and the reported p value (0.000) which was less than the conventional probability of 0.05 significance level. Policy recommendation: The author recommended that manufacturing firms should institute and involve the support of strategic leadership to monitor the adoption and implementation of quality management practices as a way of improving their competitiveness in their respective industries. Further, firms should come up with as many benchmarking approaches and to also hold several of them so as to increase on adoption of effective mechanism that makes firms more competitive

Quality management practices and their relationship to organizational performance

2014 ◽  
Vol 34 (12) ◽  
pp. 1487-1505 ◽  
Author(s):  
Anton Sabella ◽  
Rami Kashou ◽  
Omar Omran
Keyword(s):  
Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Gaza Strip ◽  
Hospital Performance ◽  
Total Quality ◽  
Validity And Reliability ◽  
Content Type ◽  
Quality Management Practices ◽  
National Quality

Purpose – The purpose of this paper is to examine the extent of total quality management (TQM) practices implemented in Palestinian hospitals and their relationship to organizational performance using the Malcolm Baldrige National Quality Award criteria. Design/methodology/approach – A survey of 51 hospitals operating in the West Bank of Palestine was conducted in order to test the validity and reliability of TQM constructs and their relationship to organizational performance. Findings – The results showed that TQM constructs used in this study are positively related to hospital performance and for the most part the relationship was significant; they were capable of explaining a significant portion of variance in performance. Three elements were found to be strongly significant predictors of performance- people management, process management, and information and analysis. Research limitations/implications – Although hospitals operating in the Gaza Strip were excluded from the study, this research promotes critical management practices that help channeling organization resources into areas aimed at improving quality and performance. Practical implications – The study showed that there are certain areas where administrators or managers need to focus on should they aspire for better performance. The constructs used in this study can be used to assess the implementation of quality practices and highlight areas for movement. Originality/value – This paper provided practitioners, administrators, and academics with a fresh perspective on quality management practices and their impact on organizational performance. It also served as a foundation for future initiatives and programs aimed at improving quality in hospitals.

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