QUALITY MANAGEMENT AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF NATIONAL MEDICALSTORES
The study Concentrated on the impact of quality management on organizational performance in National Medical Stores. The purpose of study was to investigate the impact of quality management on organizational performance, and the objectives of the study were to identify the importance of quality management in an organization, to assess the quality management programs in place that lead to better organizational performance and to identify the challenges faced by the organization in the process of adopting the quality management concept.
Chapter three included the methodology thus research design which was descriptive in nature and a quantitative approach, the study population included the Head of procurement department, marketing manager, accountants and employees to National Medical Stores. Sampling procedures like stratified techniques were used to sample all the categoriesand the data that was collected was both primary and secondary the sample size was 40 respondents.
In conclusion therefore, the researcher found out that, quality management is very important in an organization; it leads to accurate work, saves times, high productivity and increased customers
The researcher recommends the government should train organizations about the benefits of quality management, the study also recommends that organizations should always strive for quality work to keep their standard, and the organizations should always evaluate their work in order to keep the standard
This chapter was a presentation of background to the study, problem statement, purpose of the study, research objectives, and research questions, scope of the study, significance of the study and definition of key terms.
Ashton (2012) defined Quality Management (QM) as a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. QM requirements may be defined separately for a particular organization or may be in adherence to established standards, such as the International Organization for Standardization’s ISO 9000 series.
Stanthon (2013); also defined quality management as a concept that ensures the effective design of processes that verify customer needs, plan product life cycle and design, produce and deliver the product or service. This also incorporates measuring all process elements, the analysis of performance and the continual improvement of the products, services and processes that deliver them to the customer. Quality management is also referred to as business management or integrated management.
In a study carried out by Karrel (2012); it was noted that quality Management ensures that the Product/Service are planned, designed and delivered to meet the customer’s requirements. Therefore, for the purpose of quality check, companies need to follow certain set of procedures such as in the process of delivering accurate solution, various checklists have to manage the Internal Process, these checklist must be verified for completed tasks and expected results, project standards and Metrics have to be identified and reporting standards have to established to verify quality measurements on a periodic basis, to check whether quality outcomes are being met and the quality trends are in control.
According to Akindell (2013); successful businesses inevitably place great emphasis on managing quality control carefully. Planned steps taken to ensure that the products and services offered to their customers are consistent and reliable and truly meet their customers’ needs. Multinational corporations have entire departments of highly trained specialists to design and implement their quality assurance programs. For a custom countertop fabricator, as for other small businesses that make unique, handcrafted products, quality control is also essential. Such companies cannot rely on a staff of trained experts or the standardization inherent in mass production to take care of quality control. One or a handful of managers must handle it themselves, along with every other management function. That is part of being a small business person. It is all too often true, though, that fabricators fail to institute their own carefully planned quality control procedures.
In Uganda, given the spate of quality problems, questions have been asked and often make people wonder whether Toyota’s difficulties throw its legendary manufacturing into question. The Car Magazine (2013) notes that customers were surprised by the first of a series of highly publicized recalls of Vehicles in the US. Citing a potential problem in which poorly placed or incorrect floor mats under the driver’s seat could lead to uncontrolled acceleration in a range of models and in the US alone, more than 3.8 million vehicles were recalled.
Therefore, despite National Medical Stores’ long record of performing well, public conceptions about quality are often greatly influenced by reports in the media and their overall timing. The public views can be at odds with the objective measures. In the case of National Medical Stores, there were definitely indications that the quality levels of its services had fallen off in the recent years. What’s more, the changes had occurred during a period of time when many of National Medical Stores’ competitors such as KPI were producing better results. The key question was the source of National Medical Stores’ problems; thus the need to undertake a study to ascertain the application of Quality Management on organizational performance.
Quality Management plays a vital role in determining the organizational performance of an organization. In the long run it leads to motivation among workers, decreased costs of production, increased customer loyalty and trust, better market penetration and increased productivity (Stanthon, 2013). Practicing quality management decreases the chance of committing mistakes and producing inferior products that can damage the name and fame of a Limited company (Rose, 2011). Quality Management increases the popularity and status of an organization in society while saving it money and time in the long run.
However, in National Medical Stores, quality management has had certain setbacks such as its complexity that exposes the organization to potential decision bottlenecks and overall bureaucracy. Ideas that are worthy may get dumped in favor of greater incentives and better market penetration. (Refer to New Vision, Thursday March, page 2, 2017). It was on this background that the researcher felt concerned and decided to go ahead to carry out the study and investigate what impact quality management has on the performance of the company.
The purpose of the study was to investigate the impact of quality management on organizational performance using National Medical Stores in Entebbe Municipality Wakiso district as the case study.
The purpose objectives of the study were:
- To identify the effects of quality management in an organization.
- To assess the quality management programs in place that lead to better organizational performance.
- To identify the challenges faced by the organization in the process of adopting the quality management concept.
- To analyze the indicators of quality management in organizations.
- What is the effect of quality management in an organization?
- What are the quality management programs in place that lead to better organizational performance?
- What are the challenges faced by organization in the process of adopting the quality management concept.
- What are the indicators of quality management in an organization?
This covers the content, geographical area and time period.
The study was carried out to investigate the impact of quality management on organizational performance using a case study of National Medical Stores. Key areas such as identifying the importance of quality management in an organization, assessing the quality management programs in place that lead to operational efficiency and identifying the challenges faced by organization in the process of adopting the quality management concept was covered.
The study was carried at National Medical Stores located in Entebbe, Wakiso district.
The study covered the period of 5 months ranging from feb to July 2017.
In designing quality management systems that involve accuracy, timeliness, completeness and consistency of operations and will make sure that everyone in the company is involved in the concept of quality management and will participates in it.
Help the companies in designing quality systems path that clearly sets the objectives of the organization.
To other upcoming researchers by acting as a source of literature review.
This chapter covered existing literature on the impact of Quality Management and it was based on organizational performance research objectives.
2.1 The Overview of Key Concepts
2.1.1 The Concept of Quality management
According to Rose (2011), quality management is a principle that ensures quality in a Limited’s products and services worldwide. There are various types of quality management programs which include Six Sigma, Theory of Constraints and TQM (Total Quality Management). Although the approach to solving quality issues vary with the different quality management programs, the goal remains the same; to create a high quality, high-performing product or service that meets and exceeds the customers’ expectations.
2.1.2 The Concept of Organization Performance
Organizations have an important role in our daily lives and therefore, successful organizations represent a key ingredient for developing nations. Thus, many economists consider organizations and institutions similar to an engine in determining the economic, social and political progress. Precisely for this reason, in the last 22 years, there were 6 Nobel prizes awarded to researchers who have focused on the analysis of organizations and institutions. Continuous performance is the focus of any organization because only through performance organizations are able to grow and progress.
Thus, organizational performance is one of the most important variables in the management research and arguably the most important indicator of the organizational performance. Although the concept of organizational performance is very common in the academic literature, its definition is difficult because of its many meanings. For this reason, there isn’t a universally accepted definition of this concept.In the ’50s organizational performance was defined as the extent to which organizations, viewed as a social system fulfilled their objectives (Georgopoulos&Tannenbaum, 2010:). Performance evaluation during this time was focused on work, people and organizational structure. Later in the 60s and 70s, organizations have begun to explore new ways to evaluate their performance so performance was defined as an organization’s ability to exploit its environment for accessing and using the limited resources (Yuchtman& Seashore, 2010).
2.2 Importance of quality management in an organization
Quality management is important to companies for a variety of reasons.
Quality management ensures product quality. Paul (2013); noted that some primary aspects of product quality include: performance, reliability and durability. Through the use of a quality management program, the Limited can produce a product that performs according to its stated promises. The will endure normal, everyday use. Use quality management programs to improve the quality of a product and to design new products. Six Sigma has a specific component called DFSS (Design for Six Sigma) which is a methodology to build Six Sigma quality into a product or service.
According to Cianfrani and West (2013), quality management ensures customer satisfaction. Conduct customer satisfaction surveys to understand the qualities of the product important to the customer. Also conduct surveys with those who are not the Limited’s customers. This will also provide insight into why these businesses use the services of the competitor. Use customer surveys to target those features of a product or service that need improvement. The quality management program provides a methodology to use to create the type of product the customer desires.
Quality products and services give the Limited a spotless reputation in the industry. This reputation allows the Limited to gain new customers and sell additional products and services to existing customers. A quality management program also removes inefficient processes within the system. By removing unnecessary processes, employee productivity increases. The employee is spending less time on activities that do not contribute to the product’s quality. As a result, the employee is producing more work in less time while the Limited has not increased the salary. Quality management programs help recapture lost monies due to inefficiencies, Westcott (2010).
A quality management program helps companies reduce waste. Companies that house inventory are paying for the storage, management and tracking of the inventory. The costs of having the inventory are built into the price of the product. Implementing a quality management program reduces the amount of inventory that costs the Limited money and occupies valuable space. Quality management means that there is a systematic approach to keeping inventories at acceptable levels without incurring waste. Work closely with suppliers to manage inventory using a Just-in-Time (JIT) philosophy. In short, a JIT inventory system helps the suppliers and manufacturer remain in close communication to become more responsive to the customer, Thareja (2013).
Quality management systems enable Limited departments to work as a team. Different areas of the Limited become reliant upon one another to produce a quality product that meets and exceeds the customers’ expectations. A quality system incorporates measures that affect sales, finance, operations, customer service and marketing. The balanced scorecard is a one-stop-shop for evaluating how various departments are operating against their performance expectations. Use the balanced scorecard to show how close the Limited is to the financial, operational, customer service and learning/growth targetsassuggested by Littlefield, Matthew and Michael (2012).
It helps in the formation of a transparent system of working. This system allows in identifying, managing and controlling non-conformities. Every business has documented procedures for dealing with actual and potential non-conformances (problems involving suppliers, customers or internal problems). Having the proper documentation from beginning to end ensures consistency in producing good quality products and services. It is equally beneficial when job knowledge and adequate training provide the basis for consistency. There becomes little or no rework because of defects/errors that could have been prevented by following proper procedures, Paul (2013).
It ensures effective monitoring throughout the work process. To determine if the quality process is being managed effectively and being followed efficiently, regular performance review can be done through internal audits and meetings. , Westcott (2010); asserted that the meetings can deal with present and past problems, records the activities, resulting decisions and thus monitors the effectiveness of the meeting, thereby proving to be an efficient operation.
Rose (2011), noted that every organization must be loyal to its Customers, by ensuring the quality of the product and by building a loyal relationship with the Customers. This will in turn bring in more customers, increasing the sales and enhance the branding. Branding is what serves as a great identification to the organization.
In conclusion, Quality Management ensures that customer’s always receive the product that exceeds their expectation and decreases the time to market. This also helps in promoting international trade and enhancing marketing. Also, the organization’s management becomes more aware of an individual’s work environment. Implementation of the Quality Management in a Product Lifecycle will actually deal with the root cause of the problems, by decreasing rework, manpower usage, and increasing productivity, process improvement, providing better Customer Satisfaction and thus retaining the customer’s in the existing competitive market.
Carson (2011), Uganda National Bureau of Standards and Governments’ priority economic development programs UNBS’ role and importance in the economic development of Uganda has continued to grow and the expectations from the public are also continuously increasing. The role of UNBS is increasingly becoming more and more relevant especially in the provision of technical expertise in mainstreaming quality standards in the government’s economic programs such as Poverty Eradication Action Plan (PEAP), Plan for Modernization of Agriculture (PMA), Medium Term Competitive Strategy (MTCS) and Strategic Exports Program (SEP). It is generally recognized that the export markets can only be obtained and sustained when our locally produced products are internationally competitive not only in prices but also in quality. Uganda therefore requires a strong national standards infrastructure capable of among other things: spear heading development and implementation of standards for the various sectors of the economy, Carrying out conformity assessment of products and services based on quality and standards requirements, protecting the consumers against substandard, shoddy and hazardous products, ensuring delivery of quality services to the people and ; Facilitating the growth of strong private sector competitiveness on sustainable basis.
2.3 Quality Management programs that lead to better organizational performance
Organizations often undertaken quality management programs to achieve better organizational performance as noted below:-
According to Basefield (2010), quality improvement teams leads to better organizational performance. These are small groups of employees who work on solving specific problems related to quality and productivity, often with stated targets for improvement. Quality improvement teams are proving to be highly successful at tracking down the causes of poor quality as well as taking remedial action.
Benchmarking leads to better organizational performance. This is the process of identifying the best practices and approaches by comparing productivity in specific areas within ones’ own Limited to other organizations both within and outside the industry, Bounds (2010).
Statistical process control leads to better organizational performance. This is a statistical technique that uses periodic random samples taken during actual production to determine whether acceptable quality levels are being met or whether production should be stopped in order to take remedial action. Cali (2010), asserted that because most processes produce some variation, statistical process control uses statistical tests to determine when variations fall outside a narrow range around the acceptable quality level. The emphasis when using SPC is on defect prevention rather than trying to inspect the quality into the product.
Commitment of members in the organization leads to better organizational performance.
In order for the Eye on the Future Model to be a success, each member in an organization must be committed to the change process. According to Chenhall (2013), it cannot be viewed as the new flavor of the month, but should rather be regarded as an exciting life changing process. Too often peoples’ enthusiasm reduces when they realize that the change processes in an organization is not likely to occur overnight. People need to pledge their support to objectively analyzing their job functions and procedures, and seeking new innovative ways to improve them. If necessary inspirational speakers should be employed to enthuse staff to a new attitude of commitment. Once again, people are led by example. If it appears that management is not committed to the change process, this is the attitude the people below it will develop. However, if commitment is perceived to be the attitude of management, then the people are most likely to follow, Cardy, Dobbins and Carson (2011)
Training employees leads to better organizational performance. Training must be a part of the organizations succession planning. In today’s business environment any training which is less than visionary will not help the organization meet its’ future goals and objectives. Training objectives must be supportive of the Limited’s vision and mission. In order to identify training, the employees must be involved. System deficiencies including non-conformance reports, customer complaints and job performance appraisals will highlight the most urgent areas for development. Training programs must be devised and implemented to help bridge the gap identified previously. The results of the training must be evaluated to ensure that effective improvement has been achieved and that employees are competent to use the skills acquired, Gay and Diehl (2010),
Management must promote the need for continuous training, as it will facilitate the following: Employees will be more confident and motivated in their work, reduce staff turnover, reduce errors, improve productivity and improve the organization competitiveness. Training must help each individual in the organization to maintain a growing knowledge of their business environment. It must be implemented to each individual, from the directors to the cleaners, Cali (2010).
Structural measures are the easiest to obtain and most commonly used in studies of quality in Uganda. Many evaluations have revealed shortages in medical staff, medications and other important supplies, and facilities, but material measures of structure, perhaps surprisingly, are not causally related to better health outcomes (Gay, 2010). Although higher technology or a more pleasant environment may be conducive to better-quality care, the evidence indicates only a weak link between such structural elements and better health outcomes (Gay, 2010). The notable exceptions are cases in which physical improvements either increase access to primary care in very poor settings or increase the volume of a clinical procedure, such as cataract surgery, that is specifically linked to better health outcomes (Cardy, 2011). At best, however, structure is a blunt approximation of process or outcomes; structural improvements by themselves rarely improve the health of a population.
2.4 The challenges faced by the organization in the process of adopting better
organizational performance.
Many of the common challenges can be addressed by the use and implementation of the right tools. In a project that incorporates multiple business units, requires a change in employees’ day-to-day task lists, mandates use of new tools and systems, and requires complex communication between all members, there are many points at which an implementation can break down. It is crucial that quality management professionals, team members, and executives have tools that help, rather than hinder, a successful quality management implementation(Westcott, 2010).
Thareja (2013), Resistance to organizational change affects the organization in the process of adopting better organizational performance. Use of familiar, widely-adopted tools reduces learning curve and increases user adoption. Visualization and diagramming tools enables easy display of complex processes and data.
Rose (2011), Data aggregation challenges affect the organization in the process of adopting better organizational performance. Technologies and tools are easily integrated can serve as the basis for an enterprise-wide quality management platform, streamlining process and ensuring data integrity as it moves across an organization.
Selden (2013), Inflexible tools affect the organization in the process of adopting better organizational performance. Tools that provide a customizable methodologies framework help teams drive efficiencies within their own projects.
Kenneth (2011), Poor communication affects the organization in the process of adopting better organizational performance. Collaborative tools that can be used within the context of the process and integrate with back-end systems and a centralized project server can enhance communication across the enterprises.
Littlefield (2012), First major reason companies adopt Total Quality Management is because they use it as to offer best degree in customer satisfaction by doing continuous improvement on their products’ quality and the production processes involved. This reason also means that the Total Quality is a system which implemented to cut down defects in finished products with the aim of achieving zero defects products. This system needs suitable data on defective products, rework cost and cost of honouring warranty contracts. This information is important to help to reproduce the product in a way that makes it less proves to defect and can be use to develop the production process. This development of the production process is potentially helps to reduce set up time and decrease error.
Gay (2010), secondly, companies adopt Total Quality as to make their Limited more competitive with other companies and it is a wise method for the companies to set up a new culture which will enable the growth and longevity of the Limited. This is also means that Total Quality considered as strategic factors in achieving business success which is particularly required for competing successfully in today’s global market place. It also has become a slogan of the companies in striving for competitive advantages in markets characterize by liberalization, globalization and knowledgeable customers. There has several of cultural difference between traditional management organizations versus a Total Quality companies and these differences like Traditional management organization’s approach of its management is focused on the internal activities only. This is meaning that when the organization has done its best in producing products or services, they will directly assume their products and services were in good quality. However, in Total Quality, its focus is to the customer who is the final quality’s decider of the products and services. Fulfilling the customer’s need while delighting them was a finest goal.
Diehl (2010), Uganda National Bureau of Standards as a Regulatory Institution face a challenge while carrying out market surveillance to rid the market of dangerous, shoddy and substandard and counterfeit products. · Providing information and technical advisory services to industries to enable them meet quality and standards requirements. · Providing technical assistance to industries so as to improve on the quality and safety of their products and services. Carrying out quality audits and inspection with the aim of quality marking or certifying products that conform to Uganda Standards or other specifications
2.5 The indicators of quality management in organizations
Participative Management, The entire quality process, once started, will be an ongoing dynamic part of the organization, just like any other department such as marketing or accounting. It will also need the continuous focus of management. The implementation and management of a successful quality system involves many different aspects that must be addressed on continuous basis.
Developing organization vision and goals geared towards achieved quality, the starting point for the management and leadership process is the formation of a well-defined vision and value statement. This statement will be used to establish the importance of the quality system and build motivation for the changes that need to take place, whether the organization plans to exceed customer expectations, commit to a defined level of customer satisfaction, or commit to zero defects. The exact form of the vision and values is not as important as the fact that it is articulated and known by everyone involved. This vision and value statement is going to be a driving force to help mold the culture that is needed throughout the organization in the drive for quality. It is not the words of the value statement that produce quality products and services; it is the people and processes that determine if there is going to be a change in quality, (lysons, et a, 2006).
Developing the Plan, The plan for the quality system is going to be different for every organization, but there are similar characteristics; there should be clear and measurable goals, There are financial resources available for quality, The quality plan is consistent with the organization’s vision and values.
The plan for the quality system might also include pilot projects that would entail setting up small quality projects within the organization. This will allow management to understand how well the quality system is accepted, learn from mistakes, and have greater confidence in launching an organization-wide quality system. The plan should provide some flexibility for employee empowerment, because, as has been demonstrated, the most successful quality systems allow employees at all levels to provide input, (Handfield, 2010)
Communication, Change, especially a movement toward higher quality, is challenging to communicate effectively, yet the communication process is essential for the company’s leaders to move the organization forward. Communication is the vital link between management, employees, consumers, and stakeholders. These communication lines also bring about a sense of camaraderie between all individuals involved and help sustain the drive for the successful completion of long-term quality goals.
Communication systems also must allow for employees to give feedback and provide possible solutions to issues the company must face. Management needs to allow for this in both formal and informal ways, such as employee feedback slips and feedback round table meetings, (Lyson et al, 2006).
Customers, The inclusion of customers in a quality program can take many different avenues, including the cost of losing a customer, the customer’s perception of quality, and the satisfaction level of the customers. The customer portion of a quality program is going to be unique for every industry and organization, but it must capture how quality plays into the customer’s value system and how quality drives the purchase decision.
In service industries, in particular, quality is measured in customer retention rates and the cost of losing a customer. If typical accounting measures could capture the exact cost of losing a customer it would be easy for managers to allocate the exact amount of resources needed to retain customers. According to the
Harvard Business Review, companies can increase profits by almost 100 percent by retaining percent more of their customers. Customers over time will generate more profits the longer they stay with the same company, (Russell, 2003).
Rewards and Acknowledgment, Rewards, compensation, and acknowledgment for achievements in quality are very effective ways to motivate employees. They tell employees at the end of the day exactly what management is trying to accomplish. Rewards, compensation, and acknowledgment may also be seen as a form of communication they are tangible methods that senior management uses to let employees know that quality is important. This could come in the form of individual rewards or team rewards. Rewards, compensation, and acknowledgment take many forms, and it is up to management to ensure that this type of program is in line with the goals and objectives of the quality system and the goals and objectives of the organization. Organizations have found that the best and most cost-effective reward, compensation, and acknowledgment programs are geared to meeting specific criteria. These programs motivate managers who in turn motivate their employees to strive toward predefined goals, (West, John E. (2009).
Benchmarking is one of techniques used by TQM firms in their continuous improvement drive. According to Rank Xerox, cited in (Cross and Leonard, 1994) ‘benchmarking is defined as the continuous process of measuring product services and processes against strongest competitors or those renowned as world leaders in their field’. The idea behind this is to understand and evaluate the present position of a business in relation to the best practices and draw up areas for improving performance. As a tool in TQM, it helps to identify the processes involved in quality performance and facilitate the performance strategic function of a business (Vorley and Tickle, 2001).
For any organization to be competitive it must keep abreast the best practices in the industry, this will ensure that such organization meets the expectations of customers. Thus benchmarking should be a continuous process in strive to meet organizational objective of satisfying her customers.
The quest to deliver quality services in the Nigerian airlines requires airlines to continually update their services, so as to meet up with the demands of customers and remain competitive. While the old airlines which are regarded in this research as non-TQM need to update their service orientation by benchmarking their services with that of the TQM airlines, this can only be supported with an ideology which is focused on satisfying customers demand and which allows for continuous improvement. The TQM airlines on the other hand will have to continue to improve their services by looking at what obtains in other parts of the world in order to meet or surpass customers’ expectations.
Ensuring efficient Contract planning is an ongoing creative process aimed at ensuring that the tasks are distributed in the best way possible to achieve the organization targets, (Rendon, 2008), Bartrol and Martin (1998) define planning as the management function that involves setting goals and deciding how best to achieve them. Strategic planning involves defining the resources, policies and all the time required to accomplish objectives including defining the Resources and policies and the time required to accomplish the objectives and achieve the profits in light of the Resources, availability and the policy guidelines planning for the management of the contract commences in the procurement planning phase and continue right through evaluation and contract negotiation (Cole, 2004).
Cole, 2004 explains that the purpose of contract planning is to assist in developing an appropriate level of planning commensurate with the level of complexity and involvement by project managers and ensuring that service providers adhere to the organization’s policies and objectives, If planning is effective identification of various key stake holders, identifying risk and setting up migration measures is possible and effective.
Sharing Technology, Global companies like Toyota, Honda, and Isuzu share their new technologies with their suppliers so as they supply up to date products needed by these companies this also helps in quality improvement in both companies. Most companies like Volkswagen, fiat and Toyota share their new technological ideas with their suppliers (ford et al,2009). According to Wargner et al (2006) the success of Japanese automobile industry has been largely been because of supplier development in this situation the buyers share with the sellers different idea, technology, scientific research, and costs and future expectations so that each firm is able to produce as required by the other party (buying party).
CHAPTER THREE
RESEARCH METHODOLGY
3.1 Introduction
This chapter covered the research design, study population, sampling design, data sources, data collection instruments and their reliability, measurement of variables, data analysis and limitations faced while conducting the study. It highlighted the means by which the study was conducted.
3.2 Research Design
The researcher used a descriptive research design which was both qualitative and quantitative in nature to understand the relationship amongst the study variables because the issue of Total Quality Management is an engine to organization performance. This was appropriate because the study involved inter organizational performance comparison at a point in time.
3.3 Study Area
The study was carried out in National Medical Stores in Entebbe Municipality Wakiso district. The place was chosen because it was one of the companies using the technique of Total Quality management in its operation hence could avail the researcher with the required data as regards their financial operations.
3.4 Study Population
The study was conducted among administration that is senior managers, employees from the human resource department, accounts officer, procurement officers and other stake holders in National Medical Stores in Entebbe Municipality Wakiso district. The categories to be chosen were those involved in the management, anddecision making of the firm. The study population will be 131 employees.
3.5 Sampling methods & techniques
The study employed stratified random sampling and simple random sampling techniques.
Stratified random sampling refers to a process of dividing a population into smaller groups known as strata basing on the members’ shared attributes. This was done by grouping the employees according to management levels.
Simple random sampling was also be applied. This refers to a process of selecting a group of subjects (a sample) for study from a larger group (population). This was intended to select respondents since each stratum was assumed to contain employees with related knowledge on the topic under study.
3.6 Sample size
The study was done on 55 respondents who were the administrators, staff from procurement department, accounting section and some senior management. Special considerations was given to the knowledge and skills of the respondents in relation to the variables under study and the for gender observance.
Table 3:1 The number of respondents from each department.
| Category of respondents | No. of respondents | Sample |
| Senior managers | 10 | 6 |
| Human resource department | 11 | 7 |
| Employees from the finance department | 40 | 12 |
| Employees from accounts section | 30 | 14 |
| procurement officers | 40 | 16 |
| Total | 131 | 55 |
Source : Primary Data 2017
3.6.1 Sample design
Random sampling and purposive sampling techniques was employed.
Random sampling technique is a process of selecting a sample that allows all members of the group or population to have an equal and independent chance of being selected for the sample. Random sampling technique was employed when selecting the employees at operational level. This was done to avoid bias.
Purposive sampling technique refers to a process whereby the researcher selects a sample based on experience or knowledge of the group to be sampled. Purposive method was applied when selecting management staffs because there was need to specifically get information from those members of staff who delt directly in administrative duties.
3.7 Data collection methods
3.7.1 Primary source
Data was collected by the use of questionnaires. This was designed using likert scale and they were distributed to staff and clients in order to get their views about an assessment of total quality management on the performance of an organization using National Medical Stores in Entebbe Municipality Wakiso district.
3.7.2 Secondary Source
The source comprised of a review of textbooks, journals, Newspaper articles, internet and earlier researches on the problem.
3.8 Research instruments
3.8.1 Questionnaire
Questionnaires were chosen because of their ability to reduce any bias and the collection of authentic data important for data analysis. The researcher used both closed ended and open-ended questionnaires aimed at testing an assessment of total quality management on the performance of an organization using a case study of National Medical Stores in Entebbe Municipality Wakiso district. However one of the limitations to this study was that since the study was self-administered; the researcher noted inconsistencies in answering and returning the questionnaires. The researcher further noted (during the editing process) that most respondents expressed high levels of bias according to their departments. These factors tremendously reduced the actual sample size used for analysis to 45.
3.8.2 Interview Guide
Structured questions and open ended statements were used by the researcher in trying to interview senior managers, employees from the loans department, employees from accounts section, procurement department under National Medical Stores in Entebbe Municipality Wakiso district, as the case study. However the researcher noted considerable difficulty in contacting these respondents since most of them were busy employees.
3.9 Data quality control
This section was important in assuring the validity and reliability of the instruments and thus controlling data was generated through questionnaires and interviews.
3.9.1 Validity
Validity refers to the accuracy of the data obtained. This implies that the research instrument used must measure what is required. Enon (2010) argues that the tools must be accurate, correct, true, meaningful and right. The researcher applied the following guidelines to increase the validity of data and results triangulations-by using a multiplicity of research instruments avoiding biased interpretation and understanding the views of the participants
3.9.2 Reliability
Reliability means consistency of the research instruments and therefore the results. The research instruments will be stable and dependable. Though reliability does not imply validity, it was a necessary condition though not sufficient. The researcher was aware of the random errors that could make the data un-reliable. The researcher used a test-retest method to establish reliability by administering the same test twice on a group at two different times
3.10 Ethical consideration
The researcher will tried her level best to be neutral and not biased with any information given, and avoided doubts and biasness with the information. This enabled her to get balanced information exactly from the respondents.
3.11 Research Procedure
A letter of introduction was obtained from the Dean, School of management and entrepreneurship, Kyambogo University seeking permission to conduct the study. It was presented to the officials of National Medical Stores in Entebbe Municipality Wakiso district seeking permission to carrying out the study in the division. After being granted the permission, the researcher proceeded to make appointments with the selected respondents. Thereafter, the researcher administered questionnaires and the required data was collected. The researcher personally administered questionnaires to the respondents in order to avoid delay, to avoid collecting wrong data, ensure completeness and accuracy and confidentiality of the data collected will be strictly adhered to.
3.12 Data processing and analysis
Raw data was processed into meaningful information. The process involved editing, tabulation and analysis with a view of checking the completeness and accuracy of the information.
3.12.1 Editing
This was intended to detect and eliminate errors that could occur. Only relevant, correct and crucial information was identified and used to draw conclusion.
3.12.2 Tabulation
Some data was presented in table to enable analysis and identification of relationship between variables.
3.12.3 Analysis
The findings of the research were written down and worked out, edited and analyzed using comparison and percentage approaches with the help of excel computer program to draw conclusions and recommendations. This helped the researcher to determine an assessment of total quality management on the performance of an organization using a case study of National Medical Stores in Entebbe Municipality Wakiso district.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
This chapter presents the findings of the study. The study sought to assess the application of quality management on organizational performance with specific reference of National Medical Stores in Entebbe Municipality Wakiso district. The chapter presents the findings from the data collected from the study respondents and then gives interpretations of the data. The following specific objectives and research questions had to be answered:
Specific objectives:
- To identify the importance of quality management in an organization.
- To assess the quality management programs in place that lead to better organizational performance.
- To identify the challenges faced by the organization in the process of adopting the quality management concept.
Research questions:
- What is the importance of quality management in an organization?
- What are the quality management programs in place that lead to better organizational performance?
- What are the challenges faced by the organization in the process of adopting the quality management concept?
The first part of this chapter presents descriptive analysis to discuss the data obtained on the practices used by National Medical Stores taken from the structured questionnaires and interviews. This analysis was aided by the use of descriptive statistics such as tables and graphs. The second part however, covers and measures the impact of these practices through the use of quantitative analysis in the form of accounting ratios to measure liquidity and profitability.
4.2 Response rate
The sample consisted of 55 questionnaires and 50 respondents positively responded. The response rate was 90.9% of the set sample.
4.3 Demographic characteristics of respondents.
4.3.1 Gender of respondents.
Table 4.1: The Gender of respondents.
| Sex | Frequency | Percentages (%) |
| Male | 20 | 40 |
| Female | 30 | 60 |
| Total | 50 | 100 |
Source: Primary Data
From table 4.1 above, it is indicated that most of the respondents were female (60%) and male (40%). Although the findings show that the male were less than female, the finding further show that the researcher was gender sensitive.
4.3.2. Age brackets of respondents.
Figure4.1: Showing age range of the respondents in National Medical Stores.
Source: Primary Data 2017
From figure 4.1 above, it shows that many of the respondents were between 31-40 years followed by those between 46 and above years. All of the respondents were above 18 years. This shows that the respondents were mature and had enough knowledge about the application of quality management on organizational performance in Uganda.
4.3.3 Education level of respondents.
Figure 4.3 The Education level of the respondents in National Medical Stores.
Source : Primary Data 2017
From figure 4.3 above, it shows that most of the respondents reached Degree level (50%) and the least number of responents had Masters with only (6%) respectively. This implies that most of the staff in National Medical Stores,aquired high education and had knowledge about the impact of quality management in their institution.
4.4 The importance of quality management in National Medical Stores.
The study was intended to identify the importance of quality management in National Medical Stores. All respondents (50) were asked about the importance of quality management in National Medical Stores. Their responses and relevant frequencies are indicated in the table below.
Figure 4.4Showing whether there are types of management quality in National Medical Stores.
Source : Primary Data 2017
Figure 4.5 above, indicates that (90%) of the respondents accepted that there are types of management quality in National Medical Stores and only (10%) disagreed that there are no types of management quality in National Medical Stores. This implies that most respondents were aware on there are types of management quality in National Medical Stores.
Table 4.2: Showing types of management quality in National Medical Stores
| Types of management quality | Frequency | Percentages (%) |
| Quality improvement teams | 20 | 40 |
| Benchmarking | 10 | 20 |
| Statistical process control | 10 | 20 |
| Commitment | 6 | 12 |
| Training | 4 | 8 |
| Total | 50 | 100 |
Source: Primary Data2017
According to the information above in table 4.2, it shows that of the 50 respondents who accepted that there are types of quality management, majority (40%) respondents said that quality improvement teams is a type of quality management and the least number of respondents said that training is another type of quality management adopted byNational Medical Stores with only (8%). This implies that respondents had knowledge on the types of quality management in National Medical Stores.
Figure 4.5 Showing whethermanaging quality is beneficial in National Medical Stores.
Source : Primary Data 2017
The result in Figure 4.5 above, indicates that (80%) of the respondents accepted that managing quality is beneficial in National Medical Stores and only (20%) disagreed that managing quality is not beneficial in National Medical Stores. This implies that most respondents were aware on the importance of managing quality in National Medical Stores.
Table 4.3 Showing benefits of managing quality in National Medical Stores.
| Benfits | Frequency | Percentages (%) |
| Leads to accurate work | 20 | 40 |
| It saves time | 15 | 30 |
| Leads to high productivity | 10 | 20 |
| Leads to increased customers (students) | 5 | 10 |
| Total | 50 | 100 |
Source : Primary Data 2017
According to table 4.3 above, it shows that of the 50 respondents who commented about thebenefits of managing quality, majority (40%) respondents said that managing quality leads to accurate work and the least number of respondents said that it leads to increased customers with only (10%). This implies that respondents were aware of the benefits of managing quality in National Medical Stores.
4.5 The quality management programs in place that lead to better organizational
performance in National Medical Stores.
The study was intended to assess the quality management programs in place that lead to better organizational performance in National Medical Stores. All respondents (50) were asked about the quality management programs in place that lead to better organizational performance in National Medical Stores. Their responses and relevant frequencies are indicated in the figure below;
Figure 4.6 Showing whether there are quality management programs in National Medical Stores.
Source : Primary Data 2017
The result in Figure 4.6 above, indicates that (60%) of the respondents accepted that there are quality management programs in National Medical Stores and only (40%) disagreed that there are no quality management programs in National Medical Stores. This implies that most respondents were aware of the quality management programs in National Medical Stores.
Table 4.4 Showing quality management programs in National Medical Stores.
| Quality management programs | Frequency | Percentages (%) |
| Quality improvement teams | 20 | 40 |
| Benchmarking | 10 | 20 |
| Statistical process control | 10 | 20 |
| Committee | 6 | 12 |
| Training | 4 | 8 |
| Total | 50 | 100 |
Source : Primary Data 2017
Table 4.4 above, it shows that of the 50 respondents who mentioned about the quality management programs, majority (40%) respondents said that quality improvement teams is one of the quality management program and the least number of respondents said that training is another quality management program with only (8%). This implies that respondents had more knowledge about the quality management programs in National Medical Stores.
Figure 4.7Showing whether these quality management programs are important in National Medical Stores.
Source : Primary Data 2017
The result inFigure 4.7 above, indicates that (90%) of the respondents accepted that quality management programs are important in National Medical Stores and only (10%) disagreed that quality management programs are not important in National Medical Stores. This implies that most respondents were aware of the importance of quality management programs inNational Medical Stores.
Table 4.5 Showing the importance of quality management programs in National Medical Stores.
| Importance of quality management programs | Frequency | Percentages (%) |
| It ensures product quality | 20 | 40 |
| It ensures customer satisfaction | 15 | 30 |
| It ensures good working conditions | 10 | 20 |
| It ensures motivation of employees | 5 | 10 |
| Total | 50 | 100 |
Source : Primary Data 2017
The information in table 4.5 above, it shows that of the 50 respondents who mentioned of the importance of quality management programs in National Medical Stores, majority (40%) respondents said that quality management programs ensures product quality and the least number of respondents said that it ensures motivation of employees with only (10%). This implies that respondents were aware of the importance of quality management programs in National Medical Stores.
Figure 4.8 Showing whether these program s leads to better organizational performance in National Medical Stores.
Source : Primary Data 2017
Figure 4.8 above, indicates that (90%) of the respondents accepted that quality management programs leads to better organizational performance in National Medical Stores and only (10%) disagreed that quality management programs leads to better organizational performance in National Medical Stores. This implies that most respondents were aware of how quality management programs lead to better organizational performance in National Medical Stores in Entebbe Municipality Wakiso district.
Table 4.6: Showing how quality management programs lead to better organizational performance in National Medical Stores.
| How quality management programs lead to better organizational performance | Frequency | Percentages (%) |
| Led to acquire skills | 5 | 10 |
| High sales | 10 | 20 |
| High productivity | 20 | 40 |
| Committed employees | 15 | 30 |
| Total | 50 | 100 |
Source : Primary Data 2017
According to the information above in table 4.6, it shows that of the 50 respondents who mentioned of how quality management programs lead to better organizational performance, majority (40%) respondents said that it led to high productivity and the least number of respondents said that it led to acquire skills with only (10%) each. This implies that respondents knew how quality management programs lead to better organizational performance in National Medical Stores.
4.6 Challenges faced by the organization in the process of adopting the quality
management concept.
The study was intended toidentify the challenges faced by National Medical Stores in the process of adopting the quality management concept. All respondents (50) were asked about the challenges faced by National Medical Stores in the process of adopting the quality management concept. Their responses and relevant frequencies are indicated in the figure below;
Figure 4.9 Showing whether there are challenges faced by National Medical Stores in the process of adopting the quality management concept
Source : Primary Data 2017
The result inFigure 4.9 above, indicates that (80%) of the respondents accepted that there are challenges faced by National Medical Stores in the process of adopting the quality management concept and only (20%) disagreed that there are no challenges faced by National Medical Stores in the process of adopting the quality management concept. This implies that most respondents were aware of the challenges faced by National Medical Stores in the process of adopting the quality management concept.
Table 4.7: The challenges faced by National Medical Stores in the process of adopting the quality management concept
| Challenges | Frequency | Percentages (%) |
| Resistance to organizational change | 25 | 50 |
| Data aggregation challenges | 10 | 20 |
| Inflexible tools | 8 | 16 |
| Poor communication | 7 | 14 |
| Total | 50 | 100 |
Source : Primary Data 2017
According to the table 4.7 above, it shows that of the 50 respondents who said that there are challenges faced by National Medical Stores in the process of adopting the quality management concept, majority (50%) respondents said that resistance to organizational change is the major challenge of National Medical Stores in the process of adopting the quality management concept and the least number of respondents said that another challenge is poor communication with only (10%) each. This implies that respondents knew challenges faced by National Medical Stores in the process of adopting the quality management concept.
Figure 4.10 Whether there are possible ways of overcoming these challenges in National Medical Stores.
Source : Primary Data 2017
The result in Figure 4.10 above, indicates that (60%) of the respondents accepted that there are possible ways of overcoming the challenges and only (40%) disagreed that there are no possible ways of overcoming the challenges in National Medical Stores. This implies that most respondents were aware of the ways of overcoming the challenges in National Medical Stores.
Table 4.8: The possible ways of overcoming these challenges in National Medical Stores.
| ATTRIBUTE
| Response | |||||||
| Strongly agree | Disagree | Not sure | Total | |||||
| Fre | % | Fre | % | Fre | % | Fre | % | |
| Fight fraud | 30 | 75 | 0 | 0 | 10 | 25 | 40 | 100 |
| Have good communication | 25 | 62.5 | 10 | 25 | 5 | 12.5 | 40 | 100 |
| Have flexible tools | 20 | 50 | 5 | 12.5 | 15 | 37.5 | 40 | 100 |
| Use of familiar, widely adopted tools | 25 | 62.5 | 15 | 37.5 | – | – | 40 | 100 |
Source : Primary Data 2017
The findings in the table above shows what is included in the possible ways of overcoming these challenges in National Medical Stores. That is 75% strongly agreed that Fight fraud, 62.5% strongly agreed that Have good communication, 50% strongly agreed that Have flexible tools, 62.5% said that Use of familiar, widely adopted tools. This implies that respondents had knowledge on possible ways to overcome the challenges in National Medical Stores.
4.2 Indicators of quality management in an organization
Table 4. 2Showing Indicators of quality management in an organization
| Indicators of quality management in an organization | Frequency | Percentage (%) |
| Participative management | 34 | 89 |
| Developing the plan | 37 | 97 |
| Rewarding & acknowledgement of employees | 36 | 95 |
| Sharing technology | 31 | 82 |
| Developing organizational vision & mission | 29 | 76 |
| Communication from the top management | 31 | 82 |
| Benchmarking from the market place | 29 | 76 |
| Ensuring contract planning | 28 | 74 |
Source primary data
Table 4.2, above shows that (89%) of the respondents assert that Participative management is one of the critical ways of managing quality in an organization, (97%) of the respondents stated developing the planwhereas(95%) of the respondents assert that Rewarding & acknowledgement of employees is essential in managing employees while (82%) of the respondents stated Sharing technology, (76%) Developing organizational vision &mission. According to the results in the study Communication from the top management is essential in ensuring quality in an organization,(76%) of the respondents stated benchmarking from market place while the rest of the (74%) respondents stated that ensuring contract planning is essential in managing quality management in an organization. Basing on the fact that majority of the respondents hold the view that developing the plan is essential in managing organizational quality since it helps in critically analyzing organizational opportunities
CHAPTER FIVE
DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter presents of the discussion, findings, conclusion and recommendations of the study. The aim of the study was to assess the application of quality management on organizational performance in National Medical Stores in Entebbe Municipality Wakiso district. The study set out to achieve the following objective;
- To identify the importance of quality management in an organization.
- To assess the quality management programs in place that lead to better organizational performance.
- To identify the challenges faced by the organization in the process of adopting the quality management concept
5.2 Discussion of study findings.
5.2.1 Importance of quality management in National Medical Stores.
The majority of the respondents (80%) accepted that there are types of management quality in National Medical Stores and (40%) said that quality improvement teams is a type of quality management. (80%) of them accepted that managing quality is beneficial and (40%) said that managing quality leads to accurate work. This implies that respondents were aware of the benefits of managing quality in National Medical Stores
This is in line with Littlefield, Matthew and Michael (2012) who states that quality management systems enable company departments to work as a team. Different areas of the company become reliant upon one another to produce a quality product that meets and exceeds the customers’ expectations. A quality system incorporates measures that affect sales, finance, operations, customer service and marketing. The balanced scorecard is a one-stop-shop for evaluating how various departments are operating against their performance expectations. Use the balanced scorecard to show how close the company is to the financial, operational, customer service and learning/growth targets.
5.2.2 The quality management programs in place that lead to better organizational performance.
The majority of the respondents (60%) accepted that there are quality management programs in National Medical Stores and (40%) said that quality improvement teams is one of the quality management program. (90%) of them accepted that quality management programs are important and (40%) said that quality management programs ensures product quality. (90%) of them accepted that quality management programs leads to better organizational performance and (40%) said that it led to high productivity. This implies that respondents knew how quality management programs lead to better organizational performance in National Medical Stores in Entebbe Municipality Wakiso district.
This is in line with Basefield (2010) who states thatquality improvement teams leads to better organizational performance. These are small groups of employees who work on solving specific problems related to quality and productivity, often with stated targets for improvement. Quality improvement teams are proving to be highly successful at tracking down the causes of poor quality as well as taking remedial action.
5.2.3 Challenges faced by the organization in the process of adopting the quality management concept
The majority of the respondents (80%) accepted that there are challenges faced by National Medical Stores in the process of adopting the quality management concept and (50%) said that resistance to organizational change is the major challenge of National Medical Stores in the process of adopting the quality management concept. (60%) of them accepted that there are possible ways of overcoming the challenges and (40%) said that fighting fraud is one the solutions to overcome the challenges. This implies that respondents had knowledge on possible ways to overcome the challenges in National Medical Stores.
This is in line with Thareja (2014) who states that resistance to organizational change affects the organization in the process of adopting better organizational performance. Use of familiar, widely-adopted tools reduces learning curve and increases user adoption. Visualization and diagramming tools enables easy display of complex processes and data.
5.2.4 Indicators of quality management in an organization
Findings indicators that (95%) of the respondents assert that Rewarding & acknowledgement of employees is essential in managing employees this is also in line with Handfield, (2010) who asserts that The plan for the quality system might also include pilot projects that would entail setting up small quality projects within the organization. This will allow management to understand how well the quality system is accepted, learn from mistakes, and have greater confidence in launching an organization-wide quality system. The plan should provide some flexibility for employee empowerment, because, as has been demonstrated, the most successful quality systems allow employees at all levels to provide input.
The results presents that (89%) of the respondents assert that Participative management is one of the critical ways of managing quality in an organization, this is also in line with (lysons, et a, 2006) who asserts that Developing organization vision and goals geared towards achieved quality, the starting point for the management and leadership process is the formation of a well-defined vision and value statement. This statement will be used to establish the importance of the quality system and build motivation for the changes that need to take place, whether the organization plans to exceed customer expectations, commit to a defined level of customer satisfaction, or commit to zero defects. The exact form of the vision and values is not as important as the fact that it is articulated and known by everyone involved. This vision and value statement is going to be a driving force to help hold the culture that is needed throughout the organization in the drive for quality. It is not the words of the value statement that produce quality products and services; it is the people and processes that determine if there is going to be a change in quality.
According to the findings (82%) of the respondents stated that Sharing technology The result in the study indicates that sharing technology is essential in managingorganizational quality this is also in line with Lyson et al, (2006) who states that Communication systems also must allow for employees to give feedback and provide possible solutions to issues the company must face. Management needs to allow for this in both formal and informal ways, such as employee feedback slips and feedback round table meetings.
The results shows that (76%) assert that Developing organizational vision & mission is imperative in managing organizational vision and mission this is also in line with West, John E. (2009) who states that Rewards and Acknowledgment, Rewards, compensation, and acknowledgment for achievements in quality are very effective ways to motivate employees. They tell employees at the end of the day exactly what management is trying to accomplish. Rewards, compensation, and acknowledgment may also be seen as a form of communication they are tangible methods that senior management uses to let employees know that quality is important.
5.3 Conclusion
Based on the findings of the study, it is concluded that quality management is very important in an organization; it leads to accurate work, saves times, high productivity and increased customers.
5.4 Recommendations
The study recommends that the government should train organizations about the benefits of quality management.
The study also recommends that organizations should always strive for quality work to keep their standard.
The organizations should always evaluate their work in order to keep the standard.
5.5 Areas for further research
The researcher did not fully exhaust the topic of study which the impact of quality management on the organizational performance, therefore the researcher recommends the following areas for further research;
- The impact of quality management on customer satisfaction in Uganda.
- Other factors affecting quality management in Uganda.
- Factors affecting quality management programs in Uganda.
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APPENDICIES
APPENDIXONE
QUESTIONNAIRES TO THE MANAGEMENT OF NATIONAL MEDICAL STORES
Dear Respondent,
I am BIRIKEJASTIN, a third year student of Kyambogo University pursuing a Bachelor of Procurement and Logistics Management. As part of my course, I am carrying out a research on the topic “The impact of quality management on organizational performance” And your organization (NationalMedicalStores) is my sole case study. You have therefore been identified as one of the respondent to this questionnaire; the information got shall be purely used for academic purposes only and it will also be kept very confidentially.
You are requested to tick the most appropriate answer or give your opinion where necessary in the space provided.
SECTION A: BIO DATA
- Gender
Male Female
- Age group (years)
18-25, 26-30, 31-35, 36-40, Above 40+
- Marital status
(i)Single (ii) Married (iii) Divorced (iv) Widow/ widower
- Highest Level of Education attained:
(i)Primary (ii) Secondary (iii) Diploma, (iv) Degree,
Others (specify): …………………………………………………………………………
SECTION B
IMPORTANCE OF QUALITY MANAGEMENT IN NATIONAL MEDICAL STORES.
- There is some degree of quality management in your organization?
(A) Agree (B) Disagree (C) Not sure
- Is it beneficial to manage quality in your organization?
(A) Agree (B) Disagree (C) Not sure
Indicate the extent to which you agree with the following observations on the benefits of quality management in national medical stores. Please use the key below to answer the following questions by indicating: (1) for strongly agree, (2) for agree, (3) not sure,(4) for disagree, (5)for strongly disagree
| BENEFITS OF QUALITY MANAGEMENT IN NATIONAL MEDICAL STORES. | 1 | 2 | 3 | 4 | 5 | |
| 1 | Leads to accurate work | |||||
| 2 | Time saving | |||||
| 3 | Leads to high productivity | |||||
| 4 | Leads to increased customers | |||||
| 5 | Ensures product quality | |||||
| 6 | Ensures customer satisfaction | |||||
| 7 | Provides a methodology to use to create the type of product customers desire | |||||
| 8 | Helps to remove inefficient processes within the system | |||||
| 9 | Helps to recapture lost monies due to inefficiencies | |||||
| 10 | Helps companies to reduce waste | |||||
| 11 | Helps employees to work as a team | |||||
| 12 | It ensures effective monitoring throughout the work process | |||||
| 13 | It ensures good working conditions | |||||
| 14 | It ensures motivation of employees |
If any other, please mention
………………………………………………………………………………………………
SECTION C:
QUALITY MANAGEMENT PROGRAMS IN PLACE THAT LEAD TO BETTER ORGANIZATIONAL PERFORMANCE IN NATIONAL MEDICAL STORES.
Indicate the extent to which you agree with the following observations on the Quality management programs in place that lead to better organizational performance. Please use the key below to answer the following questions by indicating: (1) for strongly agree, (2) for agree, (3) not sure,(4) for disagree, (5)for strongly disagree
| Quality management programs in place that lead to better organizational performance in National Medical Stores | 1 | 2 | 3 | 4 | 5 | |
| 1 | Quality Improvement teams | |||||
| 2 | Benchmarking | |||||
| 3 | Statistical process control | |||||
| 4 | Commitment | |||||
| 5 | Training | |||||
| 6 | Process control | |||||
| 7 | High-performance work systems | |||||
| 8 | An integrated system |
If any other, please mention
………………………………………………………………………………………………………………………………………………………………………………………………………………
SECTION D
CHALLENGES FACED BY NATIONAL MEDICAL STORES IN THE PROCESS OF ADOPTING THE ORGANIZATIONAL PERFORMANCE IN NATIONAL MEDICAL STORES.
Indicate the extent to which you agree with the following observations on the challenges faced by National Medical Stores in the process of adopting the organizational performance. Please use the key below to answer the following questions by indicating: (1) for strongly agree, (2) for agree, (3) not sure,(4) for disagree, (5)for strongly agree
| Challenges faced by National Medical Stores in the process of adopting the organizational performance. | 1 | 2 | 3 | 4 | 5 | |
| 1 | Resistance to organizational change | |||||
| 2 | Data aggregation challenges | |||||
| 3 | Poor communication | |||||
| 4 | Inflexible tools | |||||
| 5 | Inexperienced personnel in the department of quality management | |||||
| 6 | Fraud | |||||
| 7 | Lack of a culture of trust and integrity | |||||
| 8 | Inadequate resources for training employees to equip them with quality management skills |
If any other, please mention
………………………………………………………………………………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………………………………………………………………………
SECTION E
INDICATORS OF QUALITY MANAGEMENT IN ORGANIZATIONS
Participative management
Developing organizational vision & goals
Developing the plan
Communication from the top management
Reward & acknowledgement employees
Benchmarking from market leaders
Sharing technology
Ensuring contract planning
THANK YOU FOR YOUR TIME AND COOPERATION
APPENDIX TWO
TIME FRAME
| ACTIVITY | MONTHS | ||||||
| MAR | APRIL | MAY | JUNE | JULY | |||
| Selecting topic | |||||||
| Topic approval | |||||||
| Writing proposal | |||||||
| Submission of proposal | |||||||
| Data collection | |||||||
| Data processing & analysis | |||||||
| Printing, binding and report submission | |||||||
APPENDIX THREE
BUDGET ESTIMATES
| S/N | ITEMS | Units | Unit Cost (Shs.) | Cost (Shs.) |
| A | STATIONERY | |||
| 1 | Ruled papers | 2 Reams | 8,000= | 16,000= |
| 2 | Printing papers | 2 Reams | 15,000= | 30,000= |
| 4 | Spring file folders | 3 | 2,000= | 6,000= |
| 6 | Pens | 4 | 500= | 2,000= |
| 7 | Punching Machines | 1 | 10,000= | 10,000= |
| 8 | Stapling machines | 1 | 25,000= | 25,000= |
| 9 | Staple wires | 3 boxes | 3,000= | 9,000= |
| 10 | Clipboards | 2 | 5,000= | 10,000= |
| 11 | Rulers | 1 | 1,000= | 1,000= |
| 12 | Pencils | 1 | 200= | 200= |
| 13 | Flash | 1 | 25,000= | 25,000= |
| Sub Total | 134,200= | |||
| B | TRAVEL AND PERDIEM | |||
| 1 | BIRIKE JASTIN | 7 Days | 5,000= | 35,000= |
| Sub Total | 169,200= | |||
| C | SECRETARIAL SERVICES | |||
| Photo Copying | 30,000= | |||
| Typing | 60,000= | |||
| Printing, drafts and final reports | 100,000= | |||
| Binding of report books | 15,000= | |||
| Sub Total | 374,200= | |||
| Miscellaneous expenses | 25,000= | |||
| GRANT TOTAL | 399,200= |
APPENDIX FOUR
LETTER OF INTRODUCTION
