Total quality management and the quality of service provided: case study of Jordanian public management

2019 ◽  
Vol 6 (3) ◽  
pp. 277
Author(s):  
Sahem Nawafleh ◽  
Anan Abu Hummour
2011 ◽  
Vol 418-420 ◽  
pp. 2012-2017
Author(s):  
Tung Sheng Kuo ◽  
Chun Hsiung Lan ◽  
Shu Hui Chen ◽  
Shih Hsien Lin

This investigation analytically and empirically the effects of just-in-time (JIT) and total quality management (TQM ) strategies on searching for health information and the quality of hospital service, and analyzes the steps that are involved in knowledge management that are required to improve the quality of service in a hospital. The final section of this investigation proposes that effectively promoting total quality management activities requires managers to evaluate, and to improve the convenience of systems for searching health information. The results also indicate that the JIT strategy is directly positively related to the effectiveness of searches for health information and the quality of service at a hospital, and that a positive relationship exists between the TQM strategy, searching for information and quality of service in all instances.


2020 ◽  
Vol 7 (1) ◽  
pp. 10-14
Author(s):  
Uum Helmina Chaerunisak ◽  
Andri Waskita Aji

Abstract  - Business competition among UMKM is also getting tougher and requires UMKM to try to maximize their ability to compete with other business. In order to compete, the company is expected to improve quality in terms of managerial performance. This study aims to determine the Effect of Total Quality Management on Managerial Performance and Company Profit (Case Study of UMKM in Yogyakarta). The company in applying TQM especially in the improvement of its production will have an effect by increasing the quality of its managerial performance, which is headed by a manager and can increase the profits obtained by the company. There are three variables used in this study, namely Total Quality Management (TQM) (X), Managerial Performance (Y1), and Company Profit (Y2). The sample used was 74 respondents from the population of UMKM in Yogyakarta. The results of this study, TQM has an effect on Managerial Performance with alpha value of 0.000 This proves that the first hypothesis is supported, TQM has no effect on Company Profit with evidenced by the significance level that exceeds the alpha value of 0.305. thus the second hypothesis is not supported.  Keywords: Total Quality Management, Managerial Performance, Company Profit


Author(s):  
Denhere Webster ◽  
Tafirei Felex ◽  
Onias Zivanai ◽  
Muchingami Lovemore

The study sought to assess the quality of service delivery in Zimbabwean urban councils using Bindura Municipality as a case study. The objectives of the study were to establish the levels of service quality, determine the challenges that hindered quality service delivery, analyse the service quality management strategies and propose suitable strategies Bindura municipality can adopt to enhance service quality delivery.A descriptive survey design was used and questionnaires and structured interviews were used as data collection instruments. A sample of 300 householdswas drawn from the municipality rate payers’ data base. The population was stratified into low, medium and high density residents. Systematic random sampling was used to draw the participants in each stratum. Ten interviews were conducted with senior management using convenience sampling and documentary evidence was generated from menus, minutes and reports. The major findings were that the quality of service delivery was generally poor. This was mainly attributed to inadequate and disintegrated service delivery and management strategies. In addition human resource issues, poor governance structures and political interferences were causes of concern. It was concluded that the quality of service delivery by Bindura Municipality fell far short of residents’ expectations.The study recommended that for effective service delivery the municipality should among other strategies, adopt blue printing and total quality management. 


2012 ◽  
Vol 26 (1-2) ◽  
pp. 157-172 ◽  
Author(s):  
Chih-Yang Chao ◽  
Hung-Ming Hsu ◽  
Fang-Chih Hung ◽  
Kung-Huang Lin ◽  
Jia-Wen Liou

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