Improving the service quality of a civil consulting engineering firm through benchmarking
- Authors: Bellingan, Werner
- Date: 2007
- Subjects: Performance -- Measurement , Quality assurance -- Measurement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8746 , http://hdl.handle.net/10948/743 , Performance -- Measurement , Quality assurance -- Measurement
- Description: The civil engineering industry in South Africa has seen a steady decline in the number of professionals during the last few decades, however it is expected that the government and private sectors are to spend over R200 billion on infrastructure in the next few years. This increases the demand on civil consulting engineering firms to achieve greater productivity, with reduced time and human resources, which has had a profound effect on the quality of service delivered to clients. These firms need to gain a competitive advantage by consistently providing Service Excellence, which is superior to their competitors. One way of achieving this is by benchmarking firms against their competitors. In this research paper the Service Quality and Service Recovery procedures of Company X in Port Elizabeth were benchmarked against its competitors using a customised form of the recognised SERVQUAL research instrument - the SERVPERF questionnaire. The results proved to be invaluable because the survey revealed insightful information which can be used to their strategic benefit. Civil consulting engineering firms need to be aware that Service Excellence is an imperative in the service industry, but do not necessarily have to be perfect. Firms simply need to outperform their competitors to be rated as market leaders. Strategies to improve the Service Quality and Service Recovery of the firm under review are suggested and this work concludes with suggestions for future research projects, which may be beneficial to the researcher, the civil engineering industry and the economy of South Africa.
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- Date Issued: 2007
Evaluation of the effectiveness of strategic planning in the blood transfusion services in South Africa
- Authors: Van Heerden, Marchell
- Date: 2000
- Subjects: Strategic planning -- South Africa , Blood banks -- South Africa , Blood -- Transfusion -- South Africa
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10835 , http://hdl.handle.net/10948/27 , Strategic planning -- South Africa , Blood banks -- South Africa , Blood -- Transfusion -- South Africa
- Description: In this research paper, the effectiveness of Strategic Planning in Blood Transfusion Services in South Africa was investigated. A brief general overview of relevant aspects that specifically relate to the strategic planning of Services and not-for-gain organisations was presented. The literature study included an explanation of the steps involved in the strategic planning process and the guidelines to develop and implement each of these effectively. The research methodology consisted of three phases: Phase 1 - A literature study to determine the most effective strategic plan for a not-for-gain organisation. Phase 2 - An empirical study to determine the effectiveness of the strategic planning processes in practice by means of a survey among the Blood Transfusion Services in South Africa. Phase 3 - The findings from the literature study and empirical study were used to evaluate whether effective strategic planning is implemented in the Blood Transfusion Services in South Africa. The following recommendations and conclusions were made: The Blood Transfusion Services that have not yet started seeking the opinion of all the stakeholders involved in the organisation should strongly consider implementing this strategy as part of the services provided to the community. The services operate as individual organisations, but clearly influence each other within the industry and the changes within the external environment form part of the elements that are considered by the services when determining the strategic direction of the services. All the services identify the major areas for which objectives need to be set to assist the organisations in achieving long-term prosperity, but they do not all set objectives in these areas. When it comes to strategic issues, all the services state that they identify these, but not all pre-determine criteria for evaluating the strategic issues. Guidelines for the effective implementation of the strategies of choice by lower managers or supervisors are not developed by all the services, nor do most of the services have control mechanisms in place to assist in effective implementation of the strategic planning process.
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- Date Issued: 2000