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Ref: busman0014

This dissertation highlights the key characteristics, which appear to define success to an organisation and the characteristics, tools, concepts or practices that are perceived to be the important underlying contributors to that success. The basis of this report is a purposely-designed questionnaire (Primary data), information from published literature and options obtained from several other secondary sources including web pages and magazines (Secondary data). The report defines success as Competitive advantage, Financial performance, Flexibility, Resource utilization, Quality of service, Profitability, market share, staff turn over, Long term survival and high productivity. And the contributing concepts, tools and factors and factors to be Innovation, Market orientation and T.Q.M incorporating many principles and characteristics of benchmarking, Quality assurance, B.P.R, Integrated business systems and the Internet, in terms of links, conflicts and relationships between these factors the report summaries that they are many. These are highlighted, interpreted and presented in the report.
  • 23,000 words – 124 pages in length
  • Excellent use of literature
  • Excellent use of business models
  • Includes full questionnaire
  • Ideal for business students


Introduction

Literature Review
Conclusion

Methodology
Secondary Research
Primary Research

Origins of Organisational Management – (The Guru’s)
Fredrick. W. Taylor
Dr. W. Edward Deming
Dr. Joseph. M. Juran
Philip.B.Crosby
Dr. V. Feigenbaum
Kaoru Ishikawa

Benchmarking
The process of benchmarking is divided into seven phases
How Benchmarking contributes to a companies success
Conclusion

Innovation
Elements of Innovation
Application of Innovation
Organisational development based on Innovation
QUOTES. – (That captures the essence of innovation)
Conclusion

TQM - Key requirements and objectives 10.2 Limitations
How Total quality management and Quality focus can contribute to the success of an Organisation
Conclusions

Quality assurance systems
Business Process Redesign
How BPR Differs from TQM
Table 1. Process Improvement (TQM) versus Process Innovation (BPR) From Davenport (1993)
Conclusion

Integrated Business systems a.k.a. E.R.P
Conclusion
The Internet
E-commerce

Core Competencies and Capabilities Focus
Introduction
Definitions
Examples and cases
Conclusion

Marketing orientation
Example
Conclusion

Analysis and Evaluation – (Primary research – Questionnaire)
Introduction
Conclusion of Primary research

Links, conflicts, similarities and relationships that appear occur between the various concept, tools and approaches highlighted by the literature review
Summary of Relationships
There appear to be no links between the following concepts
Matrix of support and conflict
Conclusions

Recommendations
Identifying Best practice. –What does make a successful organisation?
Conclusions

Final Conclusion

Bibliography and references

Appendix
Aim of questionnaire
Interpretation of scores
Prompt list
Cover letter
Phone approach script
Questionnaire approach list


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