Académique Documents
Professionnel Documents
Culture Documents
TITLE PAGE
BY
IFEANYI IYIDA C
PRESENTED TO THE
DEPARTMENT OF MANAGEMENT
2012
2
CERTIFICATION
This work embodied in this report is original and has not been submitted
in part or full for other Diploma or Degree of this or any other University.
………………………………. ………………………………
IFEANYI IYIDA C. Date
RESEARCHER
3
ii
APPROVAL PAGE
………………………………. ………………………………
DR. V. A. ONODUGO Date
SUPERVISOR
……………………………
………………………………. …
PROF. EZIGBO Date
HEAD OF DEPARTMENT
………………………………. ………………………………
EXTERNAL EXAMINER Date
4
iii
DEDICATION
This work is dedicated to God Almighty for giving me life and good health
iv
ACKNOWLEDGEMENT
I also sincerely thank the management and staff of Zenith Bank of Nigeria Plc for
My thanks also goes to my wife Mrs. Loretta Iyida and my entire family for their
love and support. Also to my friends Engr. Afam Ngene, Mike Okeke, Barr.
Obiora Eneh and Prince Sunny Nwodo who entertained my endless questions,
Above all, I give thanks to God Almighty for the opportunity he gave me to
ABSTRACT
The topic of this project is “Total Quality Management in the Banking Industry.
(A case study of Zenith Bank of Nigeria Plc) The major objective of the study is to
ascertain the level of awareness and adoption of TQM practices among staff of
Zenith Bank in Enugu metropolis and also determine the major limitations of the
TQM practice in the bank. Instrument for data collections are questionnaires and
research questions, which formed the course of primary data, while materials
from various published articles, textbooks, journals and newspapers formed the
secondary data. The method of analysis is the use of tables, percentages and chi
square. The major finding of the research is that all staff of Zenith Bank are aware
of the TQM elements and are fully involved in the practice of TQM in their day to
day business. The study recommends that since the practice of TQM improves
customer service and care, there is need for constant training of all staff on TQM
and culture.
vi
7
TABLE OF CONTENT
Pages
Title Page - - - - - i
Certification - - - - - ii
Dedication - - - - - iii
Acknowledgement - - - - - iv
Abstract - - - - - v
Table of Contents - - - - - vi
Reference - - - - 11
vii
2.1 Introduction - - - - 13
2.3 Overview - - - - 16
Reference - - - 44
3.4 Population - - - 47
Reference
viii
5.2 Conclusion - - - 69
5.3 Recommendation - - - 69
Bibliography - - - 71
Appendix - - - 73
Questionnaire - - - 74
10
CHAPTER ONE
INTRODUCTION
Today every organization has to study what customer demand is. Who is
mind about us? All these questions should be taken into consideration
years it would form a basic requirement for the survival of the industry. It is
commercial and merchant banks in the country then were competing with
The new competition brought about successes for some and spectacular
failure for others. In the new millennium, banking has gone even beyond
expectation, and for the surviving banks, competition has just began. The
financial service sector has not been immune from or ignored the era of
new attractive interest rate, turnaround time, all in the bid to attract more
utility e.t.c.
In the early 1990s, there was a sea of change in the banking industry that
sent many Chief Executives of the industry back to the drawing board to
find new ways to compete. At this time, the top management of the industry
learned the fundamental lessons that customers were willing to pay a price
premium for products and services that consistently meet high standard of
quality. Customers now perceive that they have the right to demand for
good services, since they pay for it. As the service industries are setting
promises, all that the customer wants is for the promises to be kept.
customer today? The customer will have a need which we are trying to
fulfill. This may be weakly articulated or very vague. Either way, it is our
unaware of it, each customer who walks away, takes away future years of
repeat revenue.
We do not sell to customers today, they buy. That is, they call the tune, they
have the choice of banking with any bank of their choice (with the advent of
a stable capital base for the existing banks). They will only bank with a
can be achieved through ISO 9000, ISO 14000, 18000, TQM, team work,
customer needs from the customer point of view and not from its own point
of view. For this, the customer must be the centre of all the activities carried
doing the right thing the first time and every time by employing the
level.
13
industry.
This starts with the customers by learning to identify and meeting their
basic requirements and then empowering staff by giving them the tools
It is in this regard that this research work is aimed at assessing the practice
develop a network of branches. Branches are the points where banks offer
their products. Banking products are almost the same in any country but
what matters is the way the product is offered and the quality aspects
and on work relationships based on mutual trust and teamwork, (Pearce &
Robinson 2005:24).
of business.
trying their best to offer high quality services to their customers, there is
Bank, plc
bank plc
1.5 HYPOTHESES.
H1; the level of awareness of TQM among zenith Bank‟s staff is high.
High
to a large extent
The study will assess the practice of TQM in Zenith Bank Plc , a service
Zenith Bank Plc, plus the urgency needed in the early submission of the
research result, the study has been limited to cover only the Zenith Bank
The project was also limited by the constraint of securing primary data from
the bank coupled with the lukewarm response from respondents who had
This research will help top management determine the areas in the
Management.
organization.
ISO 9000: ISO 9000 and 14000 are known as generic management system
standards. Generic means that the same standards can be applied to any
20
quality is ISO 9000 refers to all those features of a product or service which
are required by the customer. ISO 9000 is a basic building block of TQM
setting the frame work for a culture that nourishes TQM. It is a method of
Quality Assurance
The main purpose of quality assurance is to assure that the product is fit for
examine the quality of the product and issue a certificate that the product is
REFERENCES
rd
Arora K. C. (2009) Total Quality Management 3 ed, (Delhi: S.K. Katara &
Sons). Cole, W. E., & Moyab. J. W. (1999). TQM in action New Delhi: Beacon
Books. Luckett, d.G. (1994) Money and Banking New York: McGraw Hill Inc.
Macdonald, John (1998): Quality and the Financial Service Sector: The Journal of
Total Quality: Vol 1, No 2 Pg. 13.
Pearce, J.A. & Robinsons, R.B. (2005). Strategic Management, New York: Mc
Graw Hill.
21
Rana, I.A. (2005). TQM Paradigm in banking. Retreived April 4, 2010 from
www.dawn.com
22
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction:
that focus on quality. Other acronyms that have been used to describe
Quality Control), etc. Like many of these other systems, TQM provides a
during World War II. Government managers found that his techniques
One of Deming's clients, the U.S. State Department, sent him to Japan in
and productivity in the Japanese industrial and service sectors that allowed
24
1980s.
in surging U.S. markets. But by the 1970s some American industries had
Japan.
companies during the late 1970s and 1980s, U.S. producers scrambled to
became the model for many American corporations eager to improve. And
American enterprise by the late 1980s. By the early 1990s, the U.S.
productivity.
2.3 Overview:
had been able to successfully change the way it operated, the TQM will be
establish the quality system, a structural plan was divided into four steps:
certification. A major component of the second step was the quality manual,
was the basis for evaluation during the registration audit, which found no
system cost Deutsche Bank about 3,975,000 DM, not including registration
teams and improved communications were the first step; the next step in
attributed to some of the tools of TQM, such as, customer focus and quality
improvement rewards, the key to the success of TQM lied in its intangible
A TQM study by Tsang & Antony (2001:13) analyzed TQM practices in UK.
customer focus is the most successful driven factor for TQM programs in
UK service organizations.
indicated that the larger firms were more likely to have a quality initiative in
place. The study suggested further areas of inquiry, indicating a need for
the relationships between sustaining structures that support the total quality
model linked these three constructs with business processes and total
structures.
30
quality, and market orientation. The main purpose of this study was to
community.
successfully.
becomes the focus and the most successful driven factor for TQM
Branch Manager is the leader, responsible for the smooth running of day to
operations and also for the business growth at branch level. He should
• encourage innovation
opening new accounts and activating the dormant ones. He should be able
to
Accounts Department
and Outward).
Cash Department
queue and
• dispose off excess cash on hand as per the laid down policy
generating one.
The Officer In charge of Term Deposits is responsible for the issuance and
appropriate scale.
(dependent variable).
TQM
Business process
Re-engineering
quality focus.
TQM is needed
TQM.
people.
Zenith Bank Plc is one of the biggest and most profitable banks in Nigeria
The bank was established in May 1990 and started operations in July same
17, 2004 and was listed on the Nigerian Stock Exchange on October 21,
2004. The bank presently has a shareholder base of about one million, an
The operating results of the bank since it went public in 2004 indicate an
cent from N193.3 billion as at the end of June 2004 to N1.66 trillion in
December 2009. Within the same period, shareholders funds rose from
41
N15.6 billion to N337.8 billion, indicting an increase of 2065 per cent while
total deposit jumped by 830 per cent from N131 billion to N1.2 trillion.
Recent financial performance has been equally impressive with results for
the fifteen months ending December 2009 showing gross earnings of N277
billion and profit before tax of N35 billion. Profit after tax for the period was
N20.6 billion.
Operating from its head office located at 87, Ajose Adeogun Street, Victoria
Island, Lagos, Nigeria, with over three hundred and fifty (350) branches
and business offices nationwide, Zenith Bank has presence in all the state
capitals, the Federal Capital Territory (FCT) as well as major cities and
towns in Nigeria. The bank also maintains a strong presence along the
West Africa Coast with subsidiaries in Accra, Ghana (Zenith Bank, Ghana),
The Gambia and Freetown, Sierra Leone (Zenith Bank Sierra Leone) as
achieving their goals and aspiration. The bank has over the years
customers. The expertise developed over the years enables Zenith Bank to
provide efficient financial services including but not limited to, Corporate and
company).
Zenith Bank has pioneered several e-products and services to satisfy the
The impressive growth pattern and performance over the years have
earned Zenith Bank excellent ratings from local and international agencies.
B+/Long-Term IDR.
In January 2009, Zenith Bank was named „Best Bank in Private Banking in
Nigeria‟ (2009) by Euro money. The bank was also named „Best Bank in
Nigeria‟ for 2008 by the same publication. It also emerged the „Best Global
Banking Champion‟ at the 2009 This Day Award for Excellence. Also in
January 2009, the bank was adjudged the „Most Customer-focused Bank
satisfied with the services rendered by Zenith Bank. In June 2009 Zenith
Bank was recognized as the bank with the „Best Asset Quality in Nigeria‟
DC. In 2007, Zenith was recognized by the Council of the Nigerian Stock
Over the years the Zenith branch has become synonymous with the use of
The bank‟s main service delivery channels remain its business offices
(branches and cash offices), which currently stand at over 300 while also
commercial cities in each state of the federation and they are easily
Nigeria.
Within the first decade of commencing operations, the bank made its mark
maintained this position to date, just behind other banks that commenced
From inception, Zenith Bank clearly set out to distinguish itself in the
banking industry through its service quality, drive for a unique customer
45
Innovation
The Vision
The Mission
Nigeria, Africa and indeed all over the world; creating premium value for all
stakeholders”.
The key strategies used to drive the vision above are as follows:
customer base.
Zenith Bank, from inception places a high premium on the pivotal role of
expectations. Thus, the bank has not only put in place appropriate
47
strategy to meet and surpass customer expectations, but also ensures that
such a strategy is being constantly honed and fine-tuned in line with the
environment.
The vision had at various times in the life of the bank, led to assigning
others. Thus, at all times, all structures and processes are fashioned to
Zenith Bank, as a child of the „Information Age‟, laid the foundation of its
Zenith Bank, all activities are anchored on the E-platform, ensuring service
time and distance. This has aided the achievement and sustenance
48
of deeper and broader relationship with all clients, the peculiarities of their
The bank‟s e-products range covers virtually all services and fall into three
broad categories:
- Payment/collection solutions
- Reporting tools
49
channel for customer – merchants who currently collect cash for goods
and services.
transactions.
payment system.
- Airtime purchase
- Banking
- Bill payment
- GSM postpaid
50
platform.
E-transact Card is an online card for use not only on Point of Sale (POS)
Zenith Credit Card is a member of the Master Card brand for Zenith
and PLATINUM.
51
family created for non-Zenith account holders and having the same
Zenith Easy Card is an online debit card for Zenith bank current
V-pay Card is a local VISA debit card with the same characteristics
(merchants) who want to collect electronic funds for their goods and
Shipping Documents
Cheque Confirmation
Bill payment
Zenith Telelink and Mobile banking products anchor our range of mobile
banking transactions and enquiries using both land and mobile phones.
53
REFERENCES
Antony, J. (2006). Six sigma for service processes. Journal Business Process
Management, 12 (2).
Bhatia, L., & Goyal, N. (2002). Improving financial services through TQM: A case
study. New York: Best Practices Report.
Cole, W. E., & Mogab, J. W. (1999). TQM in action. New Delhi: Beacon Books.
Edwards, S., & Smith, S. (2001). TQM in banking. The TQM Magazine (Vol. 2).
Janakiraman, B., & Gopal, R. K. (2006). Total quality management: Text and
cases. New Delhi: Prentice Hall of India Pvt. Ltd.
rd
K. C. Arora (2009) Total Quality Management 3 Edition New Delhi S.K. Sataria
and Sons.
Luckett, D. G. (1994). Money and Banking. New York : McGraw Hill Inc.
Montes, F. J. et al. (2003). The analysis of the relationship between quality and
perceived innovation: The case of financial firm. Journal Industrial
Management and Data System, 23 (8).
Newman, K., & Cowling, A. (2005). Service quality in retail banking. International
Journal of Bank Marketing, 14 (6).
Saffran, N., & Vogt, U. (1999). Case study; ISO 9000; Implementation; Quality
system; Total Quality
Samat, N. et al. (2006). TQM practices, service quality and market orientation.
Journal Management Research News, 29 (11).
Zenith Bank Plc, Group Annual Report and Financial Statement 2009.
CHAPTER THREE
RESEARCH METHODOLOGY
In this chapter, the methodology of this study is stated and explained. This
this study, the descriptive survey research method was adopted. The
Through personal contact with those concerned with the study. Such data
This study was carried out in zenith Bank of Nigeria, plc presidential Road,
Enugu.
a) Primary sources:
interview. They are original data which have not been used or
b) Secondary sources:
These are sources of data that are second-hand. Such data are not
work.
3.4 Population
The sample size can be determined statistically or by the rule of thumb. For
the Purpose of this research, the sample size was determined by using the
N =N
2
1+N(e)
Where n = Sample size
1 = constant Figure
57
e= Level of significance
let e = 0.016
therefore:
n= 324
1+324(0.05)2
= 324
1+324(0.00025)
= 324
1+ 0.081
= 324
1.081
= 299.7
was rejected due to wrong completion. Thus, only 263 questionnaires that
Questionnaires:
The principal instrument of data collection for this research work is the use
questionnaires.
of the hypothesis of this research work. The “Yes/No” type of question and
“open ended” question were asked. The first type gave the respondent to
express their objectives and sincere opinion about certain issues in order to
the validity of answers given thus a reliable data. The questionnaires used
Personal interview:
members of management staff of the bank such as the Branch Head and
issues like the effects of Total Quality Management on the operations of the
bank since its employed. The result of the personal interview brought to
59
bank.
From the foregoing, what will be presented and analyzed in the next
chapters (i.e chapter 4 and 5) will serve as an ideal objective, valid and
responses give to each question would be calculated and this would form
bases for analyzing the questionnaire. The percentage will indicate the
questions. The last five years financial summary if the bank starting from
such as some replies received during the interviews, notes and narratives
methods of statistical analysis shall bring to bear the subject matter of the
2
The chi-square (x ) techniques involves using observed and expected data
2
to compute the value of X as follow;
2 2
X = ∑ (Oi - Oe)
Oe
Oe = Expected data
2
The computed X would then be compared with its critical value
(df)
Decision – Rule
2
Reject H0 and accept H1 if the computed value of X is more than its critical
REFERENCE
CHAPTER FOUR
In this chapter, the researcher presented and analyzed the data collected through
chapter one.
Table 4.1 shows that 90% of the total questionnaires distributed were returned.
10% were not returned. 2.3% were discarded due to mutilation and illegibility.
Female 83 31.5
From table 4.2, it can be seen that 68.5% are males while 31.5% were females.
This implies that more males than females were randomly taken into the study.
Under 20 years 0 0
20 – 29 years 29 11.0
30 – 39 years 60 22.8
40 – 49 years 98 37.3
50 – 59 years 76 28.9
With respect to the ages of the respondents the table indicates that none was less
than 20 years old. 11% were within 20 – 29 years age bracket 22.8% were within
30 -39 years of age. 37.3% were within 40- 49 years of age. 28.9% were within
50-59 years old while none were up to 60 years or above. This implies that most
of the respondents were within years 40-49 age bracket.
Single 98 37.3
Others 15 5.7
Table 4.4 indicates that 37.3% were single. 57% were married while others
FSLC 0 0
W A SC/ Equivalent 0 0
Others 15 5.7
From table 4.5, it can be seen that none held only first school learning certificate
or SSCE. 11% held NCE or OND, 54.4% held HND or First Degree in various
disciplines. 28.9% held Masters Degree in various disciplines, while 5.7 % held
Management 53 20.1
Supervisory 60 22.8
Table 4.6 shows that 20.1% were management staff. 22.8% were supervisory staff.
31.6% were other senior staff while 25.5% were junior staff.
No 0 0
From the above table, it can be seen that all the respondents agreed that they are
aware of TQM practice in the bank. This implies that all the respondents are
Not At All 0 0
Table 4.8 shows that 94.3% indicated that staff are aware of TQM to a large
extent in the bank. 5.7% indicate that they are aware to a little extent. None
indicated Not At All. This implies that there is a high level of awareness of TQM
Table 4.9 Responses on extent to which TQM practice has been adopted.
Not At All 0 0
Table 4.9 shows that 91.3% indicated TQM practice has been adopted in Zenith
Bank Plc to a large extent. 8.7% indicate that it is to a little extent. None indicated
Not At All. This implies that the bank is largely focused on providing high quality
Table 4.10 shows that 5.7% indicated that management staff are the ones
involved in the practice of TQM in the bank. 5.7% indicated supervisory staff,
5.7% indicated other senior staff 2.7%, indicated junior staff. 80.2% indicated all of
the above. This implies that all the staff is involved in the practice of TQM in the
bank.
Table4.11 Extent to which members of staff are involved in the practice of TQM
Not At All 0 0
Table 4.11 shows that 94.3 % indicated that members of staff are involved in the
practice of TQM to a large extent while 5.7% indicated to a little extent. None
This means that there is a high level of staff involvement in the practice of TQM in
On the major elements of TQM practice, 5.7%, 5.7% and 5.7% indicated continuous
5.7%, 5.7% and 5.7% indicated reduced cost of product and service delivery, cultural
quality, innovations, and changes that involves every one in the bank. This
demands teamwork spirit and would lead to reduced cost of service delivery,
and care.
No 15 5.7
Table 4.13 shows that 94.3% agreed that the practice of TQM improves customer
services and care in Zenith Bank Plc while 5.7% disagreed. This implies that in
Table 4.14 Extent to which TQM improves customers’ services and care.
Insignificantly 8 3.0
Not At All 0 0
Table 4.14 shows that 97.0% agreed that practice of TQM improves customer
services and care significantly while 3.0% indicated insignificantly. This implies
that the practice of TQM improves the services and care given to customers to a
large extent.
On the major limitation of TQM practice in the bank, 25.9% indicated lack of
In this section we shall apply the techniques explained in chapter 3.7 to test
Hypothesis 1
Ho; the level of awareness of TQM among Zenith Bank staff is not high
H1; the level of awareness of TQM among Zenith Bank‟s staff is high
Not At All 0 0
1. Degree of
1) (R – I)
Where C = No of columns
R = No of Rows
: df =(2 – 1)(3 – 1)
= 1x 2
= 2
72
2 level of signification = 5%
2
3 critical value of X at 5% Significance level and 2 degrees of
freedom is 5.994
2
4 Expected value of X (Oe);
2
5 Computation of X
2= 2 2
X (248 – 131.5) + (15– 131.5)
131.5 131.5
2 2
= (116.5) + (- 116.5)
131.5 131.5
= 13,572.25 + 13,572.25
131.5 131.5
= 103.2 + 103.2
= 206.4
Hypothesis 2
Ho; the level of adoption of TQM practice by staff of Zenith Bank is not high
H1; The level of adoption of TQM practice by Staff of Zenith Bank in high
73
Table 4.9 Responses on extent to which TQM practice has been adopted.
Not At All 0 0
1. df = (3-1)(2-1)
= 2x1
= 2
2. Level of significance = 5%
2
3 Critical Value of X = 5.994
2
5 Computation of X
2 2 2
X = (240 - 131.5) + (23 – 131.5)
131.5 131.5
2 2
= (108.5) + (- 108.5)
131.5 131.5
= 11,772.25 + 11,772.25
131.5 131.5
= 89.52 + 89.52
= 179.04
Hypothesis 3
H0; Member of staff of Zenith Bank are not involved in TQM Practice to a large
extent
H1; Members of staff of Zenith bank are involved in TQM practice a large extent
1. df = ( 5 – 1)(2 – 1 )
= 4x1
= 4
2. Level of significance = 5%
2
3. Critical value of X at 5% Significance level and 4 degrees of
freedom is 8.442
Oe = 15+15+15+7+211 = 263
2 2 = 131.5
75
2
5. Computation of X
2 2 2 2 2 2
X = (15- 131.5) + (15 – 131.5) + (15 – 131.5) + (7 – 131.5) + (211 – 131.5)
131.5 131.5 131.5 131.5 131.5
2 2 2 2 2
= (-116.5) + (-116.5) + (-116.5) + (-124.5) + (79.5)
131.5 131.5 131.5 131.5 131 .5
= 475.56
Hypothesis 4
H0; the practice of TQM does not significantly affect customer services and care
H1; The Practice of TQM significantly affects customer services and care in
and care.
No 15 5.7
1. df = (2 – 1)(2 – 1)
= 1x1
= 1
2. Level of significance = 5%
2
3. Critical value of X at 5% significance level and 1
2
5. Computation of X
2 2 2
X = (248 – 131.5) + (15 – 131.5)
131.5 131.5
2 2
= (116.5) + (- 116.5)
17.5 131.5
= 13,572.25 + 13,572.25
131.5 131.5
= 103.21 + 103.21
= 206.42
CHAPTER FIVE
almost all the staff are aware of it. This implies that members of staff have
Compulsory innovations
Teamwork spirit
-The practice of TQM affects or improves customer services and care. This
-the major limitations of the practice of TQM in the bank are lack of
practice.
78
5.2 Conclusion
There is high level of awareness of TQM among staff of Zenith Bank Plc.
TQM practice has been adopted to a large extent by the staff and they are
improves customer service delivery and care. This implies that TQM is a
5.3 Recommendations
current level of awareness of TQM among the staff does not fall.
BIBLIOGRAPHY
Antony, J. (2006). Six sigma for service processes. Journal Business Process
Management, 12 (2).
rd
Arora K. C. (2009) Total Quality Management 3 ed, (Delhi: S.K. Katara & Sons).
Bhatia, L., & Goyal, N. (2002). Improving financial services through TQM: A case
study. New York: Best Practices Report.
Cole, W. E., & Mogab, J. W. (1999). TQM in action. New Delhi: Beacon Books.
Edwards, S., & Smith, S. (2001). TQM in banking. The TQM Magazine (Vol. 2).
Janakiraman, B., & Gopal, R. K. (2006). Total quality management: Text and
cases. New Delhi: Prentice Hall of India Pvt. Ltd.
rd
K. C. Arora (2009) Total Quality Management 3 Edition New Delhi S.K. Sataria
and Sons.
Luckett, D. G. (1994). Money and Banking. New York : McGraw Hill Inc.
Macdonald, John (1998): Quality and the Financial Service Sector: The Journal of
Total Quality: Vol 1, No 2 Pg. 13.
Montes, F. J. et al. (2003). The analysis of the relationship between quality and
perceived innovation: The case of financial firm. Journal Industrial
Management and Data System, 23 (8).
Newman, K., & Cowling, A. (2005). Service quality in retail banking. International
Journal of Bank Marketing, 14 (6).
Saffran, N., & Vogt, U. (1999). Case study; ISO 9000; Implementation; Quality
system; Total Quality
Samat, N. et al. (2006). TQM practices, service quality and market orientation.
Journal Management Research News, 29 (11).
Zenith Bank Plc, Group Annual Report and Financial Statement 2009.
APPENDIX
Dear Respondent,
practice of total Quality Management in Zenith Bank, Plc. I want you to complete
this questionnaire for me. The purpose of this study is academic and so the
I am,
Yours Faithfully,
Iyida, Ifeanyi
83
QUESTIONNARIE
INSTRUCTION; Please, tick √ in the box that depicts your choice of answer.
SECTION A
(PERSONAL PROFILE)
5 Educational qualification.
a) FSLC [ ]
b) SSCE/GCE
c) OND / NCE [ ]
c) Master Degree [ ]
d) Others (specify)
a) Management Staff [ ]
b) Supervisory staff [ ]
c) Other staff [ ]
d) Junior staff [ ]
84
a) Yes [ ] b) No [ ]
a) A large extent [ ]
b) A little extent [ ]
c) Not At All [ ]
9 To what extent do you think that TQM practice has been adopted by
Staff?
a) A large extent [ ]
b) A large extent [ ]
c) Not at All [ ]
a) Management staff [ ]
b) Supervisory staff [ ]
d) Junior staff [ ]
a) A large extent [ ]
b) A little extent [ ]
c) Not at all [ ]
85
b) Compulsory innovation [ ]
f) Teamwork spirit [ ]
and care?
a) yes [ ] b)No [ ]
a) Significantly [ ]
b) Insignificantly [ ]
c) Not at all [ ]
- - - - --- - - - - - - - - - - - - -- - - - - - - -- - - - - - - - -- - -- - - - - - - - -
- - - - - - - - - - - - - - - - - -- - - - -- - - - -- - - - - - - - - - - - - - - - - - - --