Abstract
Due to the developmental approach and other macro-environmental factors in
South Africa, welfare organisations are faced with specific challenges and the
managers of these organisations are required to meet them. These challenges
include aspects like the development and adjustment of the organisation’s policies
and strategies, delivering a quality service by following a preventative approach,
the integration of the service with other providers forming part of the service
delivery process, the sourcing of funding, information management, identification
of best practices and eventually ensuring the accountability of the organisation.
The total functioning of welfare organisations is therefore influenced by these
changes. Managers must not only be able to manage these changes, but also
ensure that a quality service is delivered that satisfies all role players.
A total quality management framework enables the management of welfare
organisations to render a quality service. Total quality management is a holistic
management framework including all the elements that determine the functioning
of an organisation. The aim of the management approach is to create a culture of
improving processes, people, systems, team work and service delivery to satisfy
both clients and employees. Although welfare organisations are not profit driven
and often function with limited resources, total quality management is
recommended in order to ensure that limited resources are optimised, funding is
acquired and a quality service is rendered to the needy. The management
framework enables managers to eliminate inefficiencies, involve people in
decision-making, and encourage individuals and companies to provide funding and
to achieve the desired results. Total quality management is based on important
principles, but this sometimes fails because these principles are not defined and
measured.
The excellence model is used as a self-assessment framework for determining to
which degree total quality management principles are applied in an organisation
and to which extent certain results are achieved. The framework offers best
practices in terms of each of the quality principles. This study comprises both a
quantitative and a qualitative investigation to determine to what degree these
principles are applied in organisations as a regular management tool. Despite the
fact that the excellence framework is not formally utilised by welfare organisations,
the principles of excellence are indeed applied to a medium to high degree. This
study reveals areas receiving limited attention, for example the management of
finances, resources, processes and results. The organisations displayed a limited
ability to implement excellence due to insufficient resources. A qualitative study
was done in order to propose a framework unique to welfare organisations and to
enhance the existing excellence framework. Practice guidelines for welfare
organisations with regard to the various elements of excellence were investigated.
The study resulted in an adapted excellence framework complete with practice
guidelines and a self-assessment framework that is to be proposed to welfare
organisations.
With this framework the study provides the opportunity to give recognition to
welfare organisations and individuals who offer excellent service. In addition, it
allows organisations still striving for excellence, to continuously improve their
service delivery and to satisfy all role players. In organisations striving for service
excellence, this aim, based on quality-mindedness, will become part of their
service delivery and encourage their clients to live a quality life.
Dr. Emmerentie Oliphant