This is submitted in partial fulfillment of the requirements for the Masters in Business Administration degree at the University of KwaZulu Natal, Westville. However, the quality of management has not experienced the same growth as the industry itself. This study aims to examine the quality of marketing management principles and their ability to influence the marketing assets that add value to the business.
Quality management principles were found to be interdependent with most correlation values greater than 0.5, market assets were interdependent with correlation values ranging from 0.5 to 0.9, and quality management principles were found to influence quality and value of marketable assets with a range of variation. in marketing assets explained by each of the quality management principles range from 24% to 78%. A problem in one quality management principle will have a snowball effect on other marketing quality management principles as well as marketing assets. This study recommends the introduction of a quality management system as a management tool to guide and facilitate the implementation of a marketing quality management improvement program.
Summary measures for the numerical quality management P82 principles scores2
Summary measures for the numerical marketing assets scores P83
Summary of importance and satisfaction results P88 4.10.2 The Six-Sigma results for importance and satisfaction P90
Discussion, Recommendations and Conclusions
Discussion on Research Questions Findings P93
- Strategic (Stakeholder) Relationships P96
- The relationship between quality management principles and marketing assets
Discussion of the third and fourth research questions PlOl 5.3.1 Indicators of importance of principles of quality management PlOl 5.3.1 Indicators of importance of principles of quality management PlOl 5.3.2. Quality management principles satisfaction indicators PI 0 1 5.4 Discussion of the first research question: Relationships between quality management principles PI 01 and market resources.
Recommendations
- Implementation ofa QMS
- Compliance to international standards
- Continuous Improvement 5.7 Limitations of this research
Summary
PII2 P112
Matrix
Questionnaire
Cover letter / Consent Appendix 5 Cross tabulation
- Introduction
- Objectives of the study
- Outline of the report
- Introduction
- Defining Quality
- Quality Management and other Business Excellence Concepts
- Quality Management
- Quality Assurance
- Total Quality Management
- Business Process Reengineering (BPR)
- Value Management
- Six Sigma
- Knowledge Management
- Definitions of the Quality Management Principles
- Quality implementing goals
- Customer expectations and satisfaction
- Internal customers / marketing
- Service standards
- Quality Service
- Benefits of implementing Quality Management
- Creating stakeholder value through Qualitative Marketing Management
- Stakeholders
- Qualitative Marketing Management Actions
- Critical Success Factors
- The dynamic nature of programs
- Managers
- Employee factors
- Customer factors
- Implementation factors
- Quality Measurement through standards and awards
- ISO 9000
- Malcom Baldrige National Quality Awards
- The European Federation of Quality Management (hereafter EFQM)
- The Total Performance Excellence Model (TPEM)
- The Quality Critical Organisational Characteristics (QCOC)
- Research questions
- Conclusion
A study of the existence of quality management principles and their use among managers in the. The development of business excellence philosophies such as quality management facilitates, guide management activities to this effect (Chvala, 1997). An assessment of the application and valuation of quality management principles could determine the quality level of management.
It attempts to define quality management and identify the principles of quality management that guide the concepts of business excellence. The challenge is to be able to add value to a quality product through quality management and quality services. Differences and relationships between quality management and other concepts of business excellence will also be covered.
Service quality among employees is the foundation of an organization-wide approach to quality management. Total sales quality supports the TQM initiative in the organization and is part of the quality management program. This research is about the quality of management and how well management applies the principles of quality management.
The evolution of quality management to total quality and then to other business excellence concepts was identified and their relationships compared.
3.1 Introduction
- Types of research
- Discussion on the research onion
- Research philosophy
- Ethical Approval
- Liekert scales
- Data Types
- Primary data
- Secondary data / Reliability and validity
- Qualitative and Quantitative data
- Data collection methods
- Population and prime sampling technique
- The sample frame
- Secondary Sampling Technique
- Questionnaire development .1 Data variables
- Types of questions
- The research relevance of the questions
- Data requirements
- Summary
- Data Requirement tables
- Quality Management Principles: Behavior
- Open ended question on management development needs
- Summary
- Discussion on Research Questions Findings
- Discussion on research Question 2
- Discussion on third and fourth research questions
- The importance indicators of Quality Management Principles
- The satisfaction indicators of Quality Management Principles
- Discussion on first research question: The relationships between quality management principles and marketing assets
- The relationships between quality management principles
- The relationships between marketing assets
- Marketing Quality Management (MQM) 1. Customer Orientation
- Leadership
- Factual Approach
- Strategic Planning
- Process Approach
- Continuous Improvement
- Limitations of this research
- Proposed research
The following table explains the formulation of the quality management principles and marketing tools, as well as their scores. The number of questions in Table 4.1 corresponds to the number of the question in the questionnaire (Appendix 2). More than half of managers indicate that they work on staff development every six months.
Thirty percent of respondents deal with staff monthly to weekly (Table 4.3). Two-thirds of managers analyze operational and performance information monthly to weekly. The average percentages for the quality management principles shown in each of the tables in section 4.6 (behavior) are shown in Figure 4.1.
This indicates that more than 15% of managers do not conduct actual analyzes in the business unit. The results of the ninth measure of the relationship between management position and quality management behavior are shown in Table 4.14 below. E(Y)= a+bX, where X= Quality Management Score and Y= Marketing Asset Score This model was estimated 7 times for each of the 7 quality management principles.
The results for the 7 estimated models for estimating marketing knowledge scores for each of the 7 quality management principles scores are shown in Table 4.18 below. Only a third (section 4.5.4) of managers conduct formal staff evaluations at least once a month. Only 39% (section 4.5.5) of managers deal with the revitalization of processes more than twice a year.
The importance of the quality management principle indicates the priority a manager attaches to it. The findings of the study show that the identified quality management principles are interrelated. The findings of the study show that the managers have indicated the need to develop this quality management principle.
Managers must also consider critical success factors when implementing a quality management system. Respondents indicated that they rate each of the selected management principles as important.
Barnes RR., Fox, Morris D.S., “Examining the Links Among Internal Marketing, Relationship Marketing, and Service Quality,” Total Quality Management Volume 15, No. Hung R.Y., “Business Process Management as a Competitive Advantage: A Review and Empirical Investigation” Total Quality Management, VoLl7 , No. 1, 2006. Shoemaker M.E., “What Marketing Students Need to Know About Enterprise Resource Planning,” Marketing Education Review, Volume 13, Number 2, 2003.
CHAPTER INDEX
- Quality management and other Business Excellence Concepts 2. Quality management's relationship with other business concepts
- Quality frames
- Quality standards and awards
- Goals of implementing quality
- Benefits of implementing Quality Management 7. Critical Success Factors
- Value Creation
- Quality management and Human Resources strategy 10. Quality Process Management
- Quality Marketing Management 12. Quality Service Management
- Questionnaire
- COVER LETTER / CONSENT
- Cross Tabulation position * strategies
This questionnaire is a proposed research tool that wants to investigate the existence of quality management principles and their implementation among managers within the Oranje Toyota Group. The purpose of the study is to investigate the existence of quality management principles and their implementation among managers within the Oranje Toyota Group. You can mark each answer with everyone using a pen (not a pencil) or filling in the required words or numbers.
High/Secondary Senior Post Gr 12/3 years Postgraduate School Certificate StiO Diploma or qualification (below Gr 12 (Gr 12 St Certificate Grade. St 10) 10). In this section you will find a list of documents that serve as proof of certain management activities. Please indicate how often you consult or update the following sources of information in your daily marketing decisions.
A research project exploring the existence and application of quality management principles among managers in the Oranje Toyota Group is part of my MBA studies at the Graduate School of Business. This project seeks to determine the extent to which the management team applies qualitative management principles in their day-to-day operational activities to create sustained value for all relevant business stakeholders. If you decide not to participate, or wish to withdraw at any time, please return the blank questionnaire at the end of the session or upon check-out.
SCATTERPLOTS
ETHICAL CLEARANCE
