Total Quality Management (TQM) objective is quality cost is non-compliance with standards.

The whole work is a process refers to the basic concept of implementing Total Quality Management (TQM) in the Malaysian public sector.

One of the characteristics of Total Quality Management (TQM) is to focus on the development of quality systems and work processes.

One of Total Quality Management's (TQM) objectives is to produce defect-free or error-free output by eliminating errors from the very first time.

Goals, focus, strategy and implementer refer to the Total Quality Management (TQM) concept.

Organisational culture in Total Quality Management (TQM) recognizes the importance to emphasize on the relationship between customers and suppliers.

The phrase most associated with Total Quality Management (TQM) is to meet customer satisfaction.

In order to achieve ‘zero defects’, organisations should ensure that the right outputs are produced as required by the customers.

Freedom through control is one of the fundamental principles of Total Quality Management (TQM) in the public sector.

Freedom through control is one of the fundamental principles of Total Quality Management (TQM) in the public sector.

Public sector organisations need to wait for customer feedback to provide excellent service.

Public should simplify its service processes.

Service provider should be knowledgeable, professional and competence in providing service to customers.

The interaction between customers and suppliers happens only inside an organisation.

There are three types of customers, such as internal customers, external customers and costumers.

Everyone is a potential customer but not necessarily a consumer.

An organisation must avoid vagueness when formulating its client charter.

Online approach is the most effective way to obtain information from customers.

Benchmarking is one of the forms of continuous improvement initiatives.

The scope of client charter of an organisation only focuses on quality standard.

A civil servant is a supplier and customer at the same time.

Customer is the people who determine the survival of an organisation

Reliable customers are the ones who will not buy repeatedly from an organisation.

Suppliers are those who provide the materials needed to produce products or services

Human nature is the most uncommon obstacle to ethical conduct.

Ethics is a guideline on how to control people from violating any laws, rules and regulations, either written or unwritten.

An individual’s action is objectively ethical if he/she behaved according to a rule of law.

The top management has the authority to force the employees to behave ethically in the organisations.

Moral philosophers usually accept individual ethical egoism as a defensible basis of ethics.

Passing blame to others is part of ethical behavior.

Ethical dilemmas are exceptional in management decision making.

An individual who believes in ethical values will sometimes make unethical decisions because of self-interests of conflicting values.

Values mean an individual can be counted on to do right things, do it correctly, and do it on time.

Values are those core beliefs that guide an employee’s behavior to the ethical conduct.

Resistance to change is about being loyal to those who are not present, keeping promises and sincerely apologizing when necessary.

It is important to recognize and reward the behaviors that tend to nurture and maintain the quality culture.

To maintain quality culture in an organisation, the employees should be empowered in making sure that they are able to discharge their duties and responsibilities effectively

Quality culture attempts to improve and stabilize production, and associated processes, to avoid, or at least minimize issues that led to the defects in the first place.

The structure of an organisation should be adjusted in order to encourage the employees’ involvement.

Quality culture refers to responsibility and consequences of behavior of a person or a profession towards the society.

Managers can instill quality culture in the organization through customer feedback and continuous improvement.

Reward and recognition are crucial to maintain quality culture in an organisation.

A manager needs to be perceived by the employees as “walking the talk” as well as “talking the talk.”

The employees must uphold the public interest rather than his or her own interest in order to maintain the quality culture in an organisation.

Quality culture is an organisation’s value system that practices excellent work cultures which leads to the establishment and continual improvement of quality.

Recommended strategies towards establishing quality culture in the public sector is to speculate results of customers’ needs and to identify the attitudes and behaviors of the customers.

Put the planned changes in writing and develop a comprehensive plan for making the changes are the strategies to establish a quality culture.

Quality culture is considered as the environment that supports the quality products or services that are offered to the public which exceeds their needs and expectations.

Quality culture can be maintained by using hard data to establish benchmarks, monitoring performance and making improvements.

Malaysian government has introduced the Client’s Charter and the Quality Assurance Unit to instill quality culture among civil servants.

Economic pressure is one of the challenges faced by every organisation in order to improve its quality as well as to reduce cost to remain competitive.

Economic crisis and alignment with customers are among the challenges of quality management in the public sector.

A promise is one of the components of the Client’s Charter

Focus is not an aspect of a client charter

Client charter is a verbal and a written commitment made by an organisation towards its customers.

Benchmarking is a feature of the Client's charter.

Measurable, practicality and specific are among the characteristics of an excellent client charter

Durability is not an important aspect of service delivery process.

A service cannot be vanished after it has been consumed by the consumer.

There are six dimension of service quality as proposed by A. Parasuraman (1980).

According to Evans and Lindsay (2008) service is a primary or complementary activity that directly produce a physical product.

One of the characteristics of service is heterogeneity.

Management of supply and demand is very important to ensure the survival of hotel business.

Moment of truth will determine a customer's overall satisfaction towards a service.

Examples of reliability include the right skills and knowledge to perform tasks.

Tangibility in service could refer to physical infrastructure and staff appearance.

Empathy is the degree of concern, giving individual consideration and good customer contact.

Responsiveness is the willingness to help the customers and to provide prompt service.

Intangibility is a key feature of service.