FACULTY OF BUSINESS ADMINISTRATION...FACULTY OF BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMNT BASHIR AKINKUNMI ... requirements of the course and research work for the award

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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

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(A CASE STUDY OF GLOBACOM AND ETISALAT LIMITED, ENUGU).

BY

AKPULONU MAGNUS .I.

PG/MBA/08/47872

S



UNIVERSITY OF NIGERIA, NSUKKA

APRIL, 2011

iii




(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



UNIVERSITY OF NIGERIA, ENUGU CAMPUS

SUPERVISOR: PROF. UJF EWURUM, Ph.D

APRIL, 2011.

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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

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DEDICATION

This research work is dedicated to my God Almighty.

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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.

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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

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CHAPTER TWO

REVIEW OF RELATED LITERATURE


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

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Impact on Consumers - - - - 60

2.14 Prospects of Total Quality Management on

Consumer - - - - - 65

References

CHAPTER THREE

RESEARCH METHODOLOGY


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

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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

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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:

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(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

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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

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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

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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

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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

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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.

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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

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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).

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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,

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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

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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

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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

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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.

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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.

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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

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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?


(c) Considerable ( ) (d) Slight ( )

11. To what extent has Total Quality Management (TQM)

allowed for increased customer focus?


(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.


(c) Disagree ( ) (d) Strongly Disagree ( )

xciii

14. The implementation of Total Quality Management in your

organization gives room for corporate restructuring and e-

engineering.


(c) Disagree ( ) (e) Strongly Disagree ( )

15. Regular market surveys are conducted to determine

consumer requirements and needs.



16. Such surveys are also carried out to measure the impact of

Total Quality Management (TQM) approach.



17. Total Quality Management (TQM), allows for increase in

customer satisfaction and employees performance.



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) ………………………………………………………………...

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FACULTY OF BUSINESS ADMINISTRATION...FACULTY OF BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMNT BASHIR AKINKUNMI ... requirements of the course and research work for the award