Original Research

Managerial competencies as critical ingredients for a total quality management initiative: Perceptions of managers in a KwaZulu- Natal public sector division

Sanjana B. Parumasur, Patsy Govender
SA Journal of Industrial Psychology | Vol 35, No 1 | a823 | DOI: https://doi.org/10.4102/sajip.v35i1.823 | © 2009 Sanjana B. Parumasur, Patsy Govender | This work is licensed under CC Attribution 4.0
Submitted: 09 March 2009 | Published: 20 August 2009

About the author(s)

Sanjana B. Parumasur, Discipline of Human Resource Management, South Africa
Patsy Govender,

Full Text:

PDF (1MB)

Share this article

Bookmark and Share

Abstract

Total quality management (TQM) plays a pivotal role in organisational effectiveness. When successfully implemented, TQM tightly aligned with the organisation’s overall business strategy maximises customer satisfaction and changes mindsets towards continuous quality improvement. One mechanism to accomplish TQM is by attaining managerial effectiveness. Therefore, this study assesses the extent to which the management in a KwaZulu-Natal public sector division displays the roles and competencies outlined in the Competing Values Framework (Quinn, Faerman, Thompson & McGrath, 2003). The study is based on a stratified random sample of 202 managers. Data were collected using a self-developed questionnaire measuring the dimensions of TQM and the roles/competencies needed to create master managers that are crucial to enhancing TQM.

Keywords

continuous quality improvement; Competing Values Framework; managerial competencies; participative management; statistical quality control

Metrics

Total abstract views: 7096
Total article views: 4047

 

Crossref Citations

1. Comparative study of the impact of competency-based training on 5 “S” and TQM: a case study
Vinod Kumar Khanna, Ruby Gupta
International Journal of Quality & Reliability Management  vol: 31  issue: 3  first page: 238  year: 2014  
doi: 10.1108/IJQRM-12-2012-0163