Perceptions of educators regarding the implementation of the Integrated Quality Management System of the Mpumalanga Department of Education

• Main Author: Van Rensburg, Julene
• Published: 2009
• Subjects: Mpumalanga Department of Education; Strategic planning; Total quality management in education; Mpumalanga (South Africa)
• Online Access: http://hdl.handle.net/10210/2450

M.Comm. === Recent studies into the strategic management field indicate that there is a lack of knowledge on strategy implementation. The lack of comprehensive implementation frameworks is particularly raised by a number of scholars. Strategy implementation is one aspect of strategic management. The purpose of this paper is to investigate the implementation of the Integrated Quality Management System (IQMS) of the Mpumalanga Department of Education. The research problem in this report refers to the achievement of the quality objectives of the IQMS. This report aims to explore whether the IQMS objectives are met. It also investigates the effective implementation of the IQMS. This study aims to identify gaps, if any, in the implementation process of the IQMS. Definitions of strategic management and the strategic management process are explored in this report. Strategy implementation levers as described by the McKinsey 7-S Framework are discussed. The role of Total Quality Management and the Balanced Scorecard in successful strategy implementation is shortly mentioned. This study reflects on the perceptions of a sample of the “implementers” of the IQMS. Data is collected by means of a questionnaire that is structured around the implementation levers. It highlights positive/negative aspects/perceptions of the system and the current implementation thereof. The sample consists of a mixture of principals, educators and administrative staff from the various schools in the Nkangala district as well as officials in the provincial office. With respect to the strategy for implementation, respondents seem uncertain. The study indicates that there is uncertainty regarding the organisational structures and its effectiveness in achieving the IQMS goal of support and development of educators. There is also uncertainty regarding the systems available for strategy implementation. It appears that there is uncertainty regarding systems and how it manages to identify specific needs of educators regarding support and development. Educators appear to be uncertain regarding the shared values in the organisation and this can indicate a problem regarding effective communication of the common values and objectives of the IQMS. A shortage of qualified officials and the large learner-to-educator ratios in schools are identified as staff issues in this study. Training and feedback regarding the implementation of IQMS is also a problem. There is uncertainty amongst principals and heads of departments with respect to skills. The respondents indicate an uncertain perception as to whether the IQMS is able to identify specific needs regarding support and development, which is one of the objectives of the IQMS. Recommendations include a review of the actual IQMS and widespread participation is encouraged. Regular communication about and training on how to implement the actual IQMS is necessary. Regular feedback on the implementation process is needed.