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iv<br />

SUMMARY<br />

Due to the developmental approach and other macro-environmental factors <strong>in</strong><br />

South Africa, welfare organisations are faced with specific challenges and the<br />

managers of these organisations are required to meet them. These challenges<br />

<strong>in</strong>clude aspects like the development and adjustment of the organisation’s policies<br />

and strategies, deliver<strong>in</strong>g a quality service by follow<strong>in</strong>g a preventative approach,<br />

the <strong>in</strong>tegration of the service with other providers form<strong>in</strong>g part of the service<br />

delivery process, the sourc<strong>in</strong>g of fund<strong>in</strong>g, <strong>in</strong>formation management, identification<br />

of best practices and eventually ensur<strong>in</strong>g the accountability of the organisation.<br />

The total function<strong>in</strong>g of welfare organisations is therefore <strong>in</strong>fluenced by these<br />

changes. Managers must not only be able to manage these changes, but also<br />

ensure that a quality service is delivered that satisfies all role players.<br />

A total quality management framework enables the management of welfare<br />

organisations to render a quality service. Total quality management is a holistic<br />

management framework <strong>in</strong>clud<strong>in</strong>g all the elements that determ<strong>in</strong>e the function<strong>in</strong>g<br />

of an organisation. The aim of the management approach is to create a culture of<br />

improv<strong>in</strong>g processes, people, systems, team work and service delivery to satisfy<br />

both clients and employees. Although welfare organisations are not profit driven<br />

and often function with limited resources, total quality management is<br />

recommended <strong>in</strong> order to ensure that limited resources are optimised, fund<strong>in</strong>g is<br />

acquired and a quality service is rendered to the needy. The management<br />

framework enables managers to elim<strong>in</strong>ate <strong>in</strong>efficiencies, <strong>in</strong>volve people <strong>in</strong><br />

decision-mak<strong>in</strong>g, and encourage <strong>in</strong>dividuals and companies to provide fund<strong>in</strong>g and<br />

to achieve the desired results. Total quality management is based on important<br />

pr<strong>in</strong>ciples, but this sometimes fails because these pr<strong>in</strong>ciples are not def<strong>in</strong>ed and<br />

measured.<br />

The excellence model is used as a self-assessment framework for determ<strong>in</strong><strong>in</strong>g to<br />

which degree total quality management pr<strong>in</strong>ciples are applied <strong>in</strong> an organisation<br />

and to which extent certa<strong>in</strong> results are achieved. The framework offers best<br />

practices <strong>in</strong> terms of each of the quality pr<strong>in</strong>ciples. This study comprises both a<br />

quantitative and a qualitative <strong>in</strong>vestigation to determ<strong>in</strong>e to what degree these

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