TABLE OF CONTENTS

Approval Page                                            ii

Certification                                               iii

Dedication                                                 iv

Acknowledgement                                       v

Abstract                                                    vi

1.2 Statement of the problem

1.3 Statement of the objectives

1.4 Research questions

1.5 Hypotheses of the study

1.6 Significance of the study

1.7 Scope of the study

1.7Limitations of the study

CHAPTER TWO

LITERATURE REVIEW

1. Introduction

1. Review of relevant literature on T.Q.M 2.2.1 T.Q.M overview

2.2.2 The importance of people in T.Q.M
2.2.3 Quality measurement and business excellence
2.2.4 Quality improvement verses quality assurance
2.2.5 Implementation of principles

2.2.6 Steps in managing the transition
2.2.7 Key improvement concepts
2.2.7.1 Process and systems

2.2.7.2 Customers and suppliers
2.2.7.3 Quality

2.2.7.4 Benchmarking
2.2.7.5 Teams and teamwork

2.2.8 The concept of continuous improvement by T.Q.M
2.2.8.1 Basic principles of T.Q.M

2.2.9 Key element of T.Q.M

2.2.10 Steps to total quality management (T.Q.M)

1. The concepts of culture

1. Applying T.Q.M in T.Q.M in academics

1. The success of T.Q.M

2.3 Measurement of organizational

CHAPTER THREE

METHODOLOGY

3.1 Research design

3.2 Source of data

3.3 Area of study

3.4 Population of the study  38

3.5 Determination of sample size

3.6 Reliability test

3.7 Validity test

3.8 Techniques for data analysis

CHAPTER FOUR

PRESENTATION OF DATA

4.1 Presentation of data

4.2 Test of hypotheses

4.3 Discussions of findings

CHAPTER FIVE

SUMMARY, CONCLUSION, RECOMMENDATION

1. SUMMARY

1. CONCLUSION

1. RECOMMENDATION Bibliography

Appendix

CHAPTER ONE

INTRODUCTION

1.1 HISTORICAL BACKGROUND AND THE ORIGIN OF FIRST BANK PLC

First Bank of Nigeria Plc (FirstBank), established in 1894, is a premier bank in West Africa and the leading financial services solutions provider in Nigeria. The Bank has international presence through its subsidiary, FBN Bank (UK) Limited in London with a branch in Paris, and its Representative Offices in Johannesburg and Beijing. With 1.3 million shareholders globally, FirstBank is quoted on The Nigerian Stock Exchange (NSE), where its issued and paid up share capital as at March 31, 2009 was 24.86 billion units. FirstBank also has an unlisted Global Depository Receipt (GDR) programme.
As the global operating environment evolve over the decades, FirstBank has kept pace, responding satisfactorily to the increasingly dynamic needs of its customers, investors, regulatory authorities, host communities, employees and other stakeholders. Through a sustained strategy, with a trans-generational relevance approach, the Bank has continuously boosted its substantial customer-base of both individuals and institutions which cut across all segments in terms of size, structure and sectoral affiliations.
Leveraging experience that spans over a century of dependable service, FirstBank has continued to build relationships and alliances with key sectors of the economy that have been strategic to the wellbeing, growth and development of the country. With its huge asset base and expansive branch network, as well as continuous re-invention, FirstBank has created one of Nigeria’s strongest banking franchises, and remains a market leader in the nation’s financial services industry.
Delightful Returns and Superior Value.
The 2005 consolidation of the financial services industry in Nigeria, as anticipated, boosted FirstBank’s performance indices, as accompanying opportunities yielded an upbeat response to market dynamics. Today, the Bank remains one of the most profitable financial groups in Nigeria.
In repositioning the Bank for both domestic and global competition, it had recourse to raising  additional capital. The Hybrid Offer, popularly called “The Big Offer”, set an unprecedented landmark with a subscription in excess of 750%, and was lauded as the biggest and most successful in the history of public offers in Nigeria. The Bank’s epoch-making achievement was again reinforced when it became the first quoted company in Nigeria to achieve the feat of hitting the trillion naira mark in market capitalisation, the clearest evidence of the market’s estimation of its worth. Till date, and despite the downturn in the stock market, the Bank remains the most capitalised stock on the floor of The Nigerian Stock Exchange (NSE)
Growth Strategy and Expansive Reach
FirstBank’s growth strategy is anchored on leveraging the windows of opportunity presented by the ongoing reforms in the industry and the global economies, which have allowed it to better position its strengths and value proposition, while raising the industry’s competition stakes. The Bank’s strategy is driven by the two critical imperatives of modernisation and growth. With over 550 business locations in Nigeria, the Bank has one of the largest domestic sales networks in the country, all on-line and real time. As a market leader in the financial services sector, FirstBank pioneered initiatives in international money transfer and electronic banking in the country, and is arguably Nigeria’s most diversified financial services group, serving more than 4.2 million customers.

The Bank’s growth strategy is hinged on its continued network expansion, product development, mergers and acquisitions, and growth of its international footprint.

Progressive Globalisation
In its early years, FirstBank worked closely with the colonial governments of British West Africa by performing the traditional functions of a central bank, including the issue and distribution of specie in the West African sub-region. Subsequently, the Bank recorded impressive growth, opening its first branch office in Accra, Ghana in 1896, and a second branch in Freetown, Sierra Leone two years later in 1898. By 1963, the Bank had 114 branches in West Africa. These marked the beginning of the Bank’s international banking operations.

In 2002, FirstBank established a wholly owned banking subsidiary in the United Kingdom, FBN Bank (UK) Limited, regulated by the Financial Services Authority (FSA). In this respect, the Bank is the first Nigerian bank to own a full fledged bank in the UK. In 2007, FBN Bank (UK) obtained authorization to set up its Paris office to serve as a marketing base to service francophone West Africa. FirstBank also has Representative Offices in Johannesburg, South Africa (est. 2004) and Beijing, China (est. 2009). With the Bank’s global reach through its operations in the United Kingdom, France, South Africa, and China, it provides prospective investors wishing to explore the vast business opportunities that abound in Nigeria, an internationally competitive world-class brand and a credible financial partner.
The Financial Supermarket
FirstBank has nine (9) subsidiary companies in Nigeria, which provide a comprehensive range of retail and corporate financial services, including capital market operations, private equity/venture capital, pension fund management, registrarship, trusteeship, mortgages, insurance brokerage, bureau de change and microfinance.

These diverse operations in the financial services industry, with widespread service outlets, ensure the foothold of the FirstBank group as a foremost financial services provider in Nigeria, making enormous contributions to the growth and development of the national economy and delighting all our stakeholders.

A Service and Nation Building Model
In the last decade, by playing key roles in the Federal Government of Nigeria’s privatisation and commercialisation scheme, FirstBank has led the financing of private investment in infrastructure development in the Nigerian economy.

A key element of the Bank’s strategy is its continued focus on retail banking/consumer financing, gradually shifting towards a high yield diversified portfolio by aggressively targeting the middle class consumer market.

The market opportunity is evident in the fact that consumer spending, which is a major driver of domestic demand in developed economies, still constitutes a relatively lower percentage of GDP in Nigeria.

The business of FirstBank is operated through branches which serve as comprehensive product engines, overseen by Business Development Offices and Regional Directorates. These are designed within broad limits, to facilitate and give direction to market activities within the region.

Corporate Governance Pacesetter
A best-fit corporate governance promoter, FirstBank’s corporate governance practice remains at the industry’s leading-edge. The Bank’s continuing commitment to strong corporate governance and improved disclosure levels in the reporting of its financials was reinforced in November 2008 when it won The Nigerian Stock Exchange Quoted Company of the Year Award. The Bank also emerged joint winner of the NSE’s President’s Merit Award for the banking sector “for the presentation, quality and depth of its annual report and accounts for the year 2007”.
FirstBank is one of the first two quoted companies in Africa to adopt the International Financial Reporting Standard (IFRS). Consistent with its pace-setting good governance principles, the IFRS regime facilitates transparency, understanding, relevance, reliability and comparability of the Bank’s qualitative financial statements comparable with global standards.

1. STATEMENT OF THE PROBLEM

The central focus of gravity organization is customer satisfaction and improved performance. Quality focus seeks to institutionalize planned and continuous improvement so as to ensure that quality is the outcome of all activities that takes place within an organization; that all functions and all employees have to participate in the improvement process; that organization need both quality culture and management effectiveness of this approach in making small but steady improvements. But users and critics of Total Quality Management universally agree that that approach takes too long to do, many abandon the approach with frustration because it takes too long.

If we were to break a Total Quality Management efforts into its components, it takes more time, very little go into problem solving.

Perhaps, we should spend more time on identifying the right problem. After all, solving the wrong problem is a complete waste of time, in this section we shall strictly discuss the basic problems encountered in TQM implementation which was addressed by this research work.

One nagging and ever present problem with Total Quality Management is meetings and more meetings; lots of time goes into meetings. Thus anything that will make meetings effective will reduce the amount of time spent on the Total Quality Management and then makes it worth the while.

Another problem with Total Quality Management implementation is the fact that a great deal of time is spent on charting a process. Steam members debate how the current process works. In essence, by describing the process, teams set the stage for how the process could be changed. Description of the process creates the mind set and frame within which solutions would be sought.

Discovering ways to radically reduce the time it takes to do a process charts will go a long way in helping to solve the problem.

Still another problem is that and effort is spent in data collection, once an improvement is made we need to collect data to verify that indeed real improvement has been made. This phase takes considerable amount of time, as designed surveys distributed, retrieved and analyzed; several months to a few years may be spent on data collection. Again effort need to be put on strategies to reduce the amount of time and effort spent on this area.

1. OBJECTIVES OF THE STUDY

The broad objectives of this research work are to take a critical look at the principle of Total Quality Management so as to find out how its implementation will affect an organization performance. The specific is to investigate the following:

1. The relationship between Total Quality Management variables and the bank productivity.

1. The relationship between Total Quality Management variables and the bank profitability.

1. RESEARCH QUESTIONS

The questions related to this work are:

1. Does the implementation of Total Quality Management (TQM) have any effect on the performance of the bank?

1. What kind of effect does Total Quality Management (TQM) has on the performance of the bank and

1. To what extent does Total Quality Management (TQM) implementation affect performance?

1. HYPOTHESES OF THE STUDY

To identify the achievements of the desired objectives, the following hypotheses are formulated:

H0: Represents Null Hypotheses

H1: Represents Alternate Hypotheses

HYPOTHESES I

H0: Total quality management variables will have negative influence on banks productivity.

H1: Total quality management variables will have great influence on banks productivity.

HYPOTHESES II

H0: Total quality management variables will have negative influence on banks profitability.

H1: Total quality management variables will have a great influence on banks profitability.

1. SIGNIFICANCE OF THE STUDY

Looking at the volume of investment required to execute a formidable quality instrument such as TQM in bank, one would agree that it is important to be able to convince ourselves that such investment would yield some gains for the bank before embarking on such a project.

Thus to say that this study is justified is merely repeating the obvious as without a study like this it might be difficult to get the

support of quality advocators and sympathy of other members of the organization.

Apart from this management, we will also not be able to measure the benefit derivable from their huge investment in implementing quality programmes such as TQM. A study like TQM will therefore provide a guide towards evaluating the gains of implementing a quality program both for organisations who has done that and those that are still in the process.

In summary, the following listed points could be considered as justification for a study just as this:

1. It provides an opportunity to critically evaluate every quality program in line of what benefit it will yield.

1. It provides a good basis for the justification of proposed quality program for the advocators of such program.

1. It shows vividly what organization stand to gain or lose it implementing quality programs such as TQM.

1. Finally it exposes organization and other readers to the rudiments of Total Quality Management philosophy.