The Role Of Internal Control As The Foundation Of Quality Management (A Case Study Of The Broadcast Media In Nigeria)

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The Role Of Internal Control As The Foundation Of Quality Management (A Case Study Of The Broadcast Media In Nigeria)

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PROJECT TOPIC AND MATERIAL ON THE ROLE OF INTERNAL CONTROL AS THE FOUNDATION OF QUALITY MANAGEMENT (A CASE STUDY OF THE BROADCAST MEDIA IN NIGERIA)

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  • Name: The Role Of Internal Control As The Foundation Of Quality Management (A Case Study Of The Broadcast Media In Nigeria)
  • Type: PDF and MS Word (DOC)
  • Size: [70 KB]
  • Length: [56] Pages

 

 

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

It is a well-known fact that everything in this world has a foundation. In fact, the foundation of anything be it a building, an idea, a career, belief, etc matters a lot: it determines, to a very large extent, the strength, durability, quality and success, or otherwise, of that very thing.

The Oxford Advanced Learner’s Dictionary of Current English, defines foundation as: strong base of a building, usually below ground level, on which it is built up; that on which an idea, belief, etc rests; underlying principle; basis; starting point.

Management as an essential ingredient of all organized endeavour has an underlying principle and that is the internal control system. How successfully an organization achieves its objectives, satisfies social responsibilities or both, and depends upon how well the organization’s managers do their jobs. In other word, how well the managers adhere to the whole system of controls, financial and otherwise, established by the management in order to carry on the business of the enterprise. How well managers do their jobs – Managerial performance – is measured in terms of two concepts: efficiency and effectiveness.

According to Stoner and Freeman (1 989:10), efficiency means “doing things right,” that is, the ability to get things done correctly, and effectiveness means “doing the right thing,” that is, the ability to choose appropriate objectives.

The sum of these two concepts is quality management which is itself the product of Internal Control system. Nwoko (1997:202) defined quality management as a systematic approach for ensuring that all activities within an organization happen according to the plan. This approach was evolved primarily by a group of American quality experts: W.E. Deming, Joseph Juran and Philip Grosby. Before implementing quality management, there must be a quality system in existence. A quality system is an assembly of components, such as organizational structure, responsibilities, procedures, processes, and resources.

In the same direction, Stoner and Freeman (1989:4) defined management as the process of planning, organizing, leading, and controlling the efforts of organization members and of using all other organizational resources to achieve stated organizational goals.

A process is a systematic way of doing things. Management is defined as a process because all managers; regardless of their particular aptitudes or skills, engage in certain interrelated activities in order to achieve their desired goals.

Planning implies that managers think through their goals and actions in advance. Plans give the organization its objectives and set up the best procedure for reaching them.

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