Introduction

Social assistance, as one of the components of the public sector in X, is a general term
defining one of the areas of social policy of the state, whose main task is to help people and
their families overcome obstacles, in difficult life situations in which they can not cope
themselves, using the possibilities, powers and own resources.
In a sense, it is a method of implementing social security. Going through a long
evolution, many times social assistance was subject to changes in the concept and form of
activity. At the beginning of its existence, it was included in the structure of health care,
which gave it some ideological neutrality and allowed it to continue in this way.
At present, the social welfare system is aimed, inter alia, at improving the
employability of groups marked by social exclusion.
Work in X is about providing help and support. Pursuant to the Act on Social
Assistance, a social worker is a profession in whose scope there is activity in social
environments in which dependable individuals are found who have lost or have not acquired
the ability to function in society.
He bases his actions on social diagnosis and activities that require intuition, empathy
and professionalism. It is to integrate activities around the family and its social and local
environment.
Pedagogies support activities and applies prevention, whose task is to complement the
system of social policy addressed to the family and lonely people.
He should take care of providing his clients with basic living conditions through
financial, material or psychological assistance.
A social worker may also contribute to strengthening the abilities and skills of their
charges to independently solve their own problems and activate them. As the theory says:
"Customer satisfaction in X depends on on the quality of social communication, the
organization's environment and the elements that make up the service delivery process itself.
The purpose of public administration activity is the quality of life of residents. The
above-mentioned offices can be considered as service organizations. The quality of our
services depends in some part on the quality of our lives.
The concern for quality is related to the sense of social mission that public
administration plays. Officials in X do not have to strive for a client, but change of incentive
systems and differentiation of services means that officials start to look after clients and seek
their favors.
 The ethical sphere also plays an important role in this field. Ethical behavior is the
foundation of quality and trust is the basic component of social capital. Lack of trust is also a
lack of quality, not only the quality of interpersonal relations, but also the quality of services.
"
The aim of this work is to present the role of the quality management system in
effectively satisfying the needs of social welfare clients in the light of literature and research
on the example of the City Office in the X.
The work consists of four chapters, introduction and completion. The first chapter of
the work is introductory. It will present the theoretical context of management in the public
sector, including the offer and capabilities of a quality management system in public
organizations.
By describing the concept of the quality management system and its evolution (among
others, systems and standards: ISO, TQM) and the specific nature of material products and
services, the management system in public organizations in X will finally be presented and an
analysis of the quality management systems implemented so far will be made. general
assessment of their accuracy.
The second chapter introduces the topics that are of interest to us. The possibilities of
using the quality management system in meeting the needs of social welfare clients will be
presented, and, first of all, the role and nature of social care services in X and its place in the
public sector and the possibility of using the quality management system in the X.
The third chapter presents the characteristics of the City Hall's management system in
X due to its role in meeting the needs of social welfare clients. On the basis of the changes
that have taken place in recent years, the problems of contemporary social assistance and the
possibilities of solving them have been presented.
This chapter also focuses on characterizing the influence of local government
administration on cooperation with public social assistance. The next part is devoted to the
description of the quality management system at the City Hall in X because of its role in
managing social assistance. It has been pointed out that management is a complex process.
Contemporary management in the public sector, in other words to which public social
assistance belongs, has changed radically in recent years.
The view of management in this sector has changed enormously. Public
administration must confront the limitations and tasks that do not take place in the private
sector. It is, for example, an impartial satisfaction of the needs of clients or citizens and equal
access to services.
 Managers in the public sector must be guided by legal regulations and provide
services, and must also deal with constraints and be able to reconcile different interest groups.
The City Hall serves the mayor of the city to carry out his tasks.
The mayor is the head of the office. The Office operates on the basis of the act on
municipal self-government and other legal provisions regulating the tasks and competencies
of commune bodies.
City Hall X consists of the so-called organizational units, that is, faculties, offices,
plenipotentiaries, who perform the tasks assigned to them. Addresses of individual faculties
can be found on the appropriate pages of the Public Information Bulletin.
The principles of operation, structure, joint tasks and detailed scope of activities of
individual units are specified in the Organizational Regulations of the Office given in the
form of an ordinance by the mayor.
The basis for assessing the effectiveness of social assistance management can be
assessed by assessing the achievement of specific objectives in the municipality development
strategy. from X.
The fourth chapter examines the role of the quality management system of the City
Council X in effectively satisfying the needs of social welfare clients. The main goal of the
research in this work was to show the quality management system X in effectively meeting
the needs of social welfare clients.
The main problem of the study was the question of how the quality management
system X is assessed in effectively satisfying the needs of social welfare clients. In the
conducted research, the diagnostic survey method was used as a research method.
The questionnaire was chosen as the most useful technique and the questionnaire as a
research tool. The focus was also on the problems that concern the effectiveness of social
assistance services.
The research was conducted among customers of X and among customers of X.
Thanks to them, it was possible to compare opinions and draw attention to how clients
perceive these two state institutions, what are the differences in the image of employees of
these two institutions.
On the basis of research it was possible to draw conclusions, which should be
improved at the work of the city office and social assistance.
In relation to social policy in the field of social security, we encounter a very extensive
department, not only as a science but also as a social practice. There are very different
definitions of social security, however, the most common explanation is A. Rajkiewicz, who
recognizes that this is a system of benefits to which citizens have the right or from which they
have the option of using specific provisions.
This department is constantly expanding, at such a pace and direction, as the views
and understanding of the role of the state and international communities, territorial
communities to support citizens in the necessary situations are changing.
It is becoming increasingly common for the state or other territorial communities to
take over a broader range of tasks in the sphere of providing assistance in difficult life
situations of citizens. The reason for this is the objective need for this type of solution, which
has its roots not in recent crises, but even reaches the economic crisis of the twenties and
thirties of the twentieth century, also seems to be with the growing sense of national solidarity
especially during the Second World War world, as well as in the development of the social
teaching of the Catholic Church.
From the legal acts in which the idea of social security has been reflected, the most
important is the Universal Declaration of Human Rights of 1948 and the International Pact of
Economic, Social and Cultural Rights.
On the other hand, the list of the International Labor Organization contains social
risks, among which it lists, inter alia, health risks, the threat of old age, the threat of
permanent disability, and the most important in the current situation of our country seems to
be the threat of unemployment.
In connection with the development of civilization and emerging problems, such as the
above mentioned, it accompanies, and even is part of this development, progress in the field
of social security.
What is more, the responsibility of the state for this sphere of social life is broadened
(the transfer of substantive educational tasks, medical care, from families to social
communities, including the state, after all, the concept of welfare state appears).

The work presents the need to guarantee social security. Actions taken in this direction
are aimed at reducing the risk of threats and offsetting their consequences, classified as the
above-mentioned risks.
Thus, the security covers various types of social insurance, benefits of supply, social
assistance, health protection or rehabilitation of invalids.
For social policy, the most important is the construction of social security, so that the
dignity of a person, especially the old and disabled, and their shaping in relation to the
contribution of a given person to the prosperity of society and its economic development,
would correspond to the sense of justice.
The collateral provides for benefits such as insurance (sickness, accident, pension,
unemployment), social assistance, supporting people in difficult life situations in which they
are not able to cope alone).
The task is carried out by the government administration and self-government,
inherently with social organizations, charities; the aid includes monetary, material and service
aid). In order to implement social policy tasks, they were created in X.
They operate in communes, social workers are appointed in them. Such employees can
be employed in workplaces, hospitals and penitentiaries. Due to the acquisition by X of the
prestigious status of the "Local Government Management Leader", this unit was taken into
account in this work.
This does not mean, however, that the entity does not require changes that effectively
satisfies the needs of customers who are 100% satisfied. An essential step in an effective
management process is to collect information that will allow to create a description of the
current X situation.
The information obtained during the research can be used to work on improving the
quality of customer service. The main goal is to increase the level of customer satisfaction
with the quality of services provided by X, as well as to shape the belief among employees
that "we are responsible for the quality of X's work and we all create its image".
The consequence of intentions should be the perception of X as an effective, effective
and modern self-government unit responsible for social assistance, operating according to the
best international standards.
In the theoretical first chapter, the main publications on which the work was based
should be considered the publication of prof. Franciszka Mroczko "Quality management",
Piotr Jeżewski "New Public Management - a new paradigm of management in the public
sector", Robert Karaszewski "Modern concepts of quality management", Brand Bugdol
"Quality management in public administration offices" and Krzysztof Opolski and Piotr
Modzelewski "Quality management in public services. "
The second chapter of the work was based on, among others Dariusz Zalewski's
publication "Care and social assistance. The dynamics of the institution ", Herbert Sz Urgacz"
Introduction to the law of social assistance "and Iwona Sierpowski" Social assistance as the
administering administration. Administrative and legal study ".
 In the third methodological chapter, Mieczysław Łobocki's publications "Introduction
to Pedagogical Research Methodology", Janusz Sztumski Introduction to Social Research
Methods and Techniques, and Waldemar Dutkiewicz Methodological Guide, were used.

CHAPTER 1
THE ELEMENTS OF BASICS OF KNOWLEDGE FROM QUALITY
MANAGEMENT PUBLIC ORGANIZATIONS
1.1.The essence of management and the general theoretical context of management in
the public sector
Management is the entirety of methods and functions that enable setting goals and
having human resources, material and financial resources for effective and rational
achievement. Management is treated both as a continuous process of preparing and making
managerial decisions1.Their essence comes down to basing all decisions made in the
enterprise on market information, that is from the point of view of best meeting the needs of
buyers2.
The term "management" is a relatively young category. The introduction of this
concept to economic nomenclature and its dizzying career in this area of applications is
inseparably connected with the properties and conditions under which modern economic
processes are taking place. In literature on the subject, it is difficult to find one commonly
accepted definition of this concept.

1
K. Białecki, J. Borowski, A. H. Krzymiński, Marketing w handlu zagranicznym, PWN, Warszawa 1980, s.
397-399.
2
Ph. Kotler, Marketing: Wprowadzenie, Wydawnictwo Nieoczywiste, Warszawa 2016, s. 13.
 However, most terminological considerations point to its military origin. In military
terms, "management" means the art of waging war, the ability to manage and win great
campaigns. In the colloquial sense, the term "strategy" is used as a synonym for "big changes"
or "important decisions", and sometimes as a symbol of "guarantee of success". In economics,
"strategy" means the activities of the state and economic organizations to ensure the
implementation of socio-economic policy objectives3.
Finally, in the theory of managing the organization, "management" is treated as a way
to achieve the success of an organization. In this case, the concept can be defined at least from
two points of view: what the organization intends to do and what it actually does, regardless
of whether its activities were intended in advance.
From the first point of view, management is a general program of defining and
achieving the organization's goals and fulfilling its mission. From the second point of view,
management is a system during the organization's reaction to its environment. Each
organization has a strategy, although not necessarily effective, even if it is not clearly
formulated4.
Management depends on the functions (activities) of enterprises formulated by H.
Fayol and defined as administrative functions including:
1) anticipation,
2) organization,
3) ordering,
4) coordination,
5) controlling.5
Quite commonly in the literature, management is characterized as a process that
includes the functions of:
1) planning,
2) organizing,
3) motivating,
4) controlling.6

3
J. Altkorn, Kształtowanie rynkowego wizerunku firmy, Wydawnictwo Akademii Ekonomicznej w Krakowie,
Kraków 2002, s. 123.

4
Ibidem, s. 125-129.
5
Zarządzanie, Teoria i praktyka , pod red. A. K. Koźmińskiego, W. Piotrowskiego, wyd. PWN, W-wa 2000,
s.646-647.
6
R. W. Griffin, Podstawy Zarządzania Organizacjami, wyd. PWN, W-wa 1996, s.39-44.
 Nowadays, the controlling function is connected with the need for improvement,
which is closely related to the quality management system (this is the Deming cycle)7.

Management is a process of several phases that can be arranged in the following way:
- selection of a task and notification of team members about the purpose of collective
action,
- developing and providing subordinates with instructions on how to perform tasks, -
obtaining motivating situations to perform tasks,
- controlling and ensuring the performance of tasks.
Management is a process of continuous analysis of the environment, making decisions
and controlling their implementation. Ph. Kotler first ordered the normative part of marketing
using the classic management functions. He distinguished the following functions of
marketing management:
- analysis,
- planning,
- performance,
- control,
- motivating.
1.2.Concept of the quality management system - evolution (ISO, TQM)
Quality is currently one of the main determinants and directions of success in the
market of products or services. Looking at this issue in general, we must recognize that the
quality of our lives depends on the quality of the products we purchase, the services we use,
culture, behaviors, as well as the quality of jobs and the quality of the surrounding
environment, both natural and social, i.e. from the quality of our entire environment.
Ancient philosophers have already been interested in the concept of quality. It has
evolved over the centuries to enter the last, contemporary stage of approach to quality issues,
initiated relatively recently, and is still constantly enriched with new methodological
approaches.
From the encyclopaedic definition, the concept of quality is analyzed in several
senses, the most important of which are: - property, type, species, value, - a feature or set of
features distinguishing it from other subjects, - a feature or set of features relevant to some

7
Porusza L. Kowalczyk, wykład z przedmiotu: Zarządzanie w administracji publicznej.
relations, interactions, relationships of a given phenomenon with the environment and due to
its internal structure.
The definition used by economists, on the other hand, refers more to the material
sphere of reflection, and thus the quality of the product, which means "product properties
determined primarily from the point of view of chemical, physical and utility properties".
Therefore, it considers the concept of quality from a technical and economic point of
view, without putting a greater emphasis on the social aspect of the issue.
The dictionaries usually give the following concept of quality: "Quality is a property,
a kind, a species, a value; a set of features that state that an object is the subject and not
another.
" Quality began to gain its significance once the social division of labor and the
exchange of goods and services occurred8.
The idea of quality is present in human consciousness since the dawn of civilization.
Since the beginning of the world, there have been things that are good or of inferior quality
and it is not a secret that people have always strived to have high-quality items, and thus they
have also tried to make products or services on the market.
Monuments of ancient Rome, Greece or Egypt, magnificent medieval cathedrals with
unique stained-glass windows that have been preserved to this day are evidence of the use of
advanced methods of quality assurance.
The importance of quality grew along with the social division of labor and the
emergence of markets for goods and services.
At that time, there was also a need to set clear standards regulating quality, initially
customary, then legal. The concept of quality, which emerged in this way, although subjected
to a variety of civilizational transformations, functions to this day and, for example,
amazingly contemporary laws are contained in the Chinese "Chronicles of etiquette" from the
reign of Zhou dynasty in the 11th-8th centuries BC.9
From the earliest times, it was recognized that the quality of our lives largely depends
on the quality of our environment and the quality of the goods we buy and the services,
information and behavior of people we contact or cooperate with.
In striving to improve this quality of life, man is able to create mutually beneficial
changes for himself, and easily absorb the innovations observed in others. In the long process

8
F. Mroczko, Zarządzanie jakością, Wałbrzyska Wyższa Szkoła Zarządzania i Przedsiębiorczości, Wałbrzych
2012, s. 19.
9
E. Konarzewska – Gubała, Red. Zarządzanie przez jakość, koncepcje, metody, studia przypadku,
Wydawnictwo Akademii Ekonomicznej im. Oskara Langego we Wrocławiu, Wrocław 2006, s.17.
of creating quality management, it began by defining what this quality is and then gradually
enforcing it, initially determining, for example, penalties for lack of quality, as in ancient
Babylon, where it was issued (year 1700 BC).
Code of Hammurabi sanctioning severe punishments, m .in. for the builder who led to
the construction disaster. The shaping of the market economy gave rise to increasing interest
in quality problems. Its importance began to gain a special importance during the period
ending the producer's market and the consumer market.
The quantitative advantage of products, even of lower quality, but easily found by
buyers on the market empty in goods, began to change into history.
The consumer began to set the pace of production and thus demand. After the Second
World War, phenomena and factors that paid attention to the problem of quality and growth-
promoting theory and practice of the quality sciences intensified.10
The factors that stimulate this development can be:
1. An increasingly common understanding that when the non-renewable resources of land
(such as oil, coal, metal ores, minerals, etc.) run out and their costs are constantly increasing,
it is necessary to manage them rationally and maximize their re-use when it is it is possible
after physical liquidation of used products. Cost-effective savings measures may include:
improvement of computational and design methods to minimize consumed materials,
improvement and optimization of manufacturing processes, reduction of energy consumption,
development of recycling, extending service periods and thus reducing the demand for new
products, etc.
2. Progressive degradation of the environment due to constantly increasing pollution of soil,
air, water, increase in the amount of various types of waste (industrial, municipal, farmed and
other). The pro-quality activities in this field were manifested in the form of emission
restrictions imposed on manufacturers, new waste management technologies or so-called
cleaner technologies with significantly reduced emissions, the use of process heat, the wider
use of recyclable materials, etc.
3. Development of economic freedoms, globalization of markets and the resulting increasing
competition. As a result, research began on the requirements, preferences and customer
satisfaction. Being afraid of competition being eliminated from the market, manufacturers are
forced to improve the quality of products, including their durability and reliability, reduce
production costs, shorten production cycles to deliver products to customers faster, and

10
F. Mroczko, op. cit., s. 16.
differentiate production ranges to meet their individual requirements. The implementation of
these tasks often requires radical restructuring related to the modernization of products and
ensuring their high innovativeness, with the adaptation of manufacturing systems to the
flexible production of necessary products and the development of customer service
infrastructure (service, spare parts, training, etc.).
4. Paying special attention to the so-called internal clients, i.e. employees of the enterprise. In
the case of an appropriate method of management and motivating activities, it is possible to
effectively use their intellectual potential in innovative processes concerning: product,
production system and organizational system. It is important to ensure the safety of
employees, effective operation of systems supporting and implementing employee
improvements, revealing and solving technical, financial and organizational problems,
adequate management of knowledge, information, technology and processes.
5. Preparation and announcement of the so-called consumer rights card, which in different
countries had different varieties, but its essence can be reduced to five requirements
formulated by J. F. Kennedy, i.e .:
- the right to full information on the characteristics and effects of the products;
- the right to use safety;
- the right to compensation for damage sustained due to a product defect;
- the right to choose; - the right to organize collective actions to protect their interests.11
The definitions and characteristics of TQM vary with each other by the degree of
detail. Some only take into account the essential elements, others also present the techniques
and tools used.
Most definitions combine displaying key TQM elements, namely:
● customer orientation (external and internal),
● the process of continuous changes and improvements "Total",
● conscious weight of quality, commitment employees at all positions (levels) together
with the assurance of leadership and group work,
● improvement through continuous education implemented as part of the program
● training and training,
● ensuring continuous ability to adapt key processes
● with close observation and measurement,
● striving to shape the desired relations with suppliers.

11
Ibidem.
Figure 1. Total Quality Management.

Source: https://www.slideshare.net/sheetalgwagh/total-quality-management-tqm-705743,
access date 10.05.2018.

The methods and measures used must also take into account these listed elements, as
TQM is widely used.12

12
R. Karaszewski , op.cit., s. 88.
Figure 2. TQM.

Source: http://earnmechanicalengineering.blogspot.com/2017/08/total-quality-management-
tqm-objectives.html, access date” 10.05.2018.

The general tendency of replacing traditional public administration by public

management occurs in many countries, but manifests itself in various forms. An interesting
classification was presented by Peters, who distinguished and characterized four models of
public management:
- Market Governance,
- Participative Government,
- Flexible Government,
- Deregulated Government.
Among the distinguished models, the most popular and practically developed model of
public management is market management, usually called the new public management (New
Public Management - NPM). New Public Management is a model of public administration
based on management.
This model is also described by many other terms, which include, among others:
- managerialism,
- market-oriented public administration (market-based public administration),
- entrepreneurial government,
- business-like management,
 - public managerialism13.

Figure 3. New Public Management.

Source:
https://newtrendsinmanagement.wikispaces.com/New+Public+Management?responseToken=
688a4acd2a5fd8749ee0e1073030e901, access date 10.05.2018.

The conclusion is that a lot of elements are related to the term New Public
Management. Here are some common issues that characterize this phenomenon:
- orientation not on processes, but on achieving results,
- transition from traditional public administration towards a model that puts much more
emphasis on the personal responsibility of managers,
- the will to move away from the classic bureaucracy towards the creation of more flexible
conditions of employment, work and organization,
- the goals set before the organization and employees are clearly delineated, and the scope of
their implementation is possible to assess using indicators.
The evaluation of public programs uses the 3Es' principle:

13
P. Jeżowski, New Public Management – nowy paradygmat zarządzania w sektorze publicznym, [w:]
Zarządzanie w sektorze publicznym – rozwój zrównoważony – metody wyceny, red. P. Jeżowski, Wydawnictwo
SGH, Warszawa 2002, s. 12.
 ● economy,
● efficiency and
● effectiveness,
- some of the tasks carried out by the public sector are subject to market evaluation in
the form of, for example contracts,
- there is a pressure to limit the functions of public authorities through privatization.
The NPM highlights four main aspects of management in the public sector:
- Management in the public sector as administration,
- Management in the public sector as business management,
- Management in the public sector as running and implementing policies,
- Management in the public sector as people management14.

Figure 4. Role of the NPM.

Source: https://www.slideshare.net/kushane/new-public-management-47874558, access date

10.05.2018.

14
P. Jeżowski, New Public Management – nowy paradygmat zarządzania w sektorze publicznym, [w:]
Zarządzanie w sektorze publicznym – rozwój zrównoważony – metody wyceny, red. P. Jeżowski, Wydawnictwo
SGH, Warszawa 2002, s. 20.
 The new public management is a market model that recognizes the existence of
independent and equal entities. Enterprises, independent government agencies and individuals
are self-employed. Relations between entities are regulated by the contract.
Effective rules of conduct that have withstood the test of competition and have been
universally recognized as binding, are conducive to the intensification and expansion.
The basic differences between the old and the new management in the public sector
concern the method of financing and management as well as objectives, organization, their
implementation in the NMP, as well as striving to increase the controllability of the public
services system.
The new public management places emphasis on proper goal setting and monitoring
of results, financial management (efficiency), setting service standards, using benchmarking
solutions (the possibility of making comparisons on a sample of tested, good solutions) and
modern human resource management.
The new public management has contributed to strengthening public administration by
strengthening the ties between the political and administrative spheres and creating a citizen-
friendly administration.
The NPM concept as a result of flattening and dismembering of organizational
structures and decentralization of rights, ensured flexibility of the public sector and increased
its efficiency, but did not limit its tasks and programs.
The new public management focuses on: the recipient of services - their needs and
expectations, promoting competition between service providers, transferring control to the
local community, decentralizing competences and introducing participatory management.
The aim of administration in the spirit of NPM is to obtain results as well as control
and responsibility for results.
Effective action requires a combination of public, private and non-governmental
efforts to solve problems15.

Figure 6. Public Value Management.

15
Ibidem, s. 21.
Source: http://blog.dbast.com/?p=514, access date 10.05.2018.

Quality management developed at different speeds depending on the economic

conditions of the company, state, region or a specific branch of the economy. The first method
of achieving quality was a technical inspection called quality inspection (QI).
It was an unfinished and very expensive method, but it deserves attention as the first
conscious operation of enterprises aimed at improving the quality of products.
The quality inspection was based on the assumption that quality should be produced
and achieved by technical control.
The focus was on recognizing the sources and causes of faults at the workstation in
terms of product technical features. In the first years of the twentieth century, there were
mostly worksh X in which several people worked and their owner was to control the entire
production process.
The purpose of the inspection was to detect products of poor quality and to separate
them from products of good, acceptable quality. Defective products could be withdrawn from
production, repaired or sold at a reduced price.
 However, this type of control was passive and restrictive, and its results served mainly
the acceptance or rejection of the product and the remuneration or punishment of the worker,
not the improvement of the quality of the entire production.
Controlling the quality of the product already manufactured was belated and
expensive. At the same time, the quality of some products could be checked only by
destroying the product, which cost too much16.
However, the quality management system continued to develop in parallel with the
development of industry and services. ISO was established to systematize quality standards.
Since the 1940s, more standards have been created with individual numbers indicating
the scope of the standard, eg ISO 216 is a standard of the sheet size, ISO 18000 -
Occupational health and safety, and ISO 8601 is the standard for date and time.
ISO officially began its activity on February 23, 1947. X is also among the founding
members. ISO is a non-governmental organization, its members are not delegated by
governments, although some member organizations are in governmental structure.
This puts the organization in a special position between the state and private sectors,
especially towards industrial associations. Each country in principle represents only one
organization.
The work of the organization is coordinated by the General Secretariat based in
Geneva (Switzerland). Strategic decisions are made by the General Assembly at annual
meetings.
Three times a year the ISO Council meets. The structure of ISO is modeled on the
ANSI and DIN structure.
It consists of several hundred technical committees and working groups dealing with
technical discussions and the Main Committee, in which the Member States have one vote.
Any member organization may submit amendments or draft new standards called drafts.
Then, the projects are discussed in working groups in which, after gaining general
consensus, the draft changes into a "project" that can obtain the status of an official norm after
3/4 of the main committee members give a positive opinion.
ISO is financed from membership fees set in proportion to gross domestic product.
Additional income is brought by the sale of ISO standards also publishes textbooks, guides,
compendia and periodicals informing about the current and planned work of the organization.

16
F. Mroczko, op. cit., s. 82.
 Respect for ISO standards is voluntary. As an NGO, ISO can not impose or enforce
their application, but the organization enjoys considerable authority resulting from
international representation, the way of establishing standards (the principle of consensus) and
understanding the impact of standardization on economics17.
ISO standards concern not only the production of material products, but also the
quality of the organization's work, among others from the public sector.
The most widespread quality assurance systems based on the ISO 9000 series have
been developed and implemented to date. ISO 9000: 2005 is part of the coordinated activities
of managing and supervising the quality of the organization in order to ensure that the quality
requirements will be met. met.
It is worth emphasizing that quality assurance applies to the whole organization, the
efforts of which should be focused on the production and assurance of high and durable
quality of products delivered to the market.
Supervision over the required constant level of quality should be carried out by self-
monitoring carried out in the form required by the ISO 9000 audit standard.

Figure 7. ISO and TQM.

Source: https://www.linkedin.com/pulse/differences-between-iso-9000-total-quality-
management, access date 10.05.2018.

17
F. Mroczko, op. cit., s. 84.
 The quality problem has become an inseparable attribute of products for which the
producer / producer is responsible, but the suppliers and customers also have a significant
influence on the quality.
Standards focus on elimination of shortages, through production monitoring and
analysis of the causes of defects. The quality assurance system has become the verifier of the
entire organization in the field of the effectiveness of producing products compliant with the
standards.18
Introduced after World War II into the business practice of Japanese enterprises, the
concept of quality management led to success in the sixties and seventies and generated the
need to include more and more company functions within its scope.
The answer to this demand was the concept of comprehensive quality management
(TQM) initiated in the 1980s. She suggested full use of the company's functions to achieve
quality objectives.
Management in accordance with its principles should cover all resources, both
tangible and intangible enterprises and processes affecting quality.
TQM is therefore a high-quality management of all resources and internal processes of
the company as well as pro-quality shaping of external processes.19

Figure 8. The key element of TQM.

18
https://pl.wikipedia.org/wiki/Mi%C4%99dzynarodowa_Organizacja_Normalizacyjna. 16.05.2016.
19
F. Mroczko, op. cit., s. 89.
Source: http://www.business-online-learning.com/total-quality-management-process.html,
access date 10.05.2018.

The origins of TQM are related to the committee set up in the 1940s by the
Association of Japanese Scientists and Engineers, aimed at initiating projects supporting
actions to improve the efficiency of Japanese enterprises.
American experts W. E. Deming and Juran were invited to cooperate, whose
innovative views on quality issues did not arouse interest in the USA.
Using the knowledge and commitment of these scholars, a new concept of
understanding quality and its role in creating competitive advantages was formulated in Japan.
The principles of this concept have become the prototype of TQM. It is a way, or
rather a management philosophy, assuming the subordination of the idea of a comprehensive,
total quality of all the basic levels of the organization's functioning and improving its
effectiveness, flexibility and competitiveness in this way20. TQM has become a new quality of
management.
At that time, no attempt was made to give an idea of the quality of an objective
character, stating only that quality without a customer does not make sense, i.e. it is
20
Ibidem.
understood as a degree of fulfillment of its expectations, which should be considered a
subjective category, referring to each user.
The market is dominated by this manufacturer or supplier, who listens to the client's
opinions and expectations, knows his needs and is able to react, meeting or exceeding his
expectations.
E. Deming recommended: "Do not set your product, set your client", "Do not attach
to your product, get attached to your client"21.
TQM involves the entire enterprise, every department, every sphere of activity, every
unit at every level of the organizational structure.
For an organization to be truly competitive, all parts of it must function together,
assuming that every person and every action has a concrete impact on quality.
To bring the expected results, TQM must become the way of life of the organization22.
The basic assumptions of TQM refer to the theory of the social system by considering all the
systems of their constituent elements in the integrated activity.
TQM was a concept originally used in industrial units and was not always always very
popular. You could say that it had as many enthusiasts as the opponents.
With time, she began to move to an organization, including public administration.
Initially, it was believed that the conservative TQM principles developed by its precursors are
unsuitable for use in offices. It was not until the 1990s that TQM was used in public
administration.
For this purpose, however, it had to go a long way in the evolution of quality. From
then on, the understanding of this concept changed in public organizations.
TQM set them, inter alia, to strive for the satisfaction of internal clients, i.e.
employees, by delegating power and authority, appropriate management, improvement of
information and communication, and an extensive system of penalties and awards.
The TQM concept recognizes and acknowledges the fact that customer satisfaction is
a prerequisite for the organization's basic goals.
With strong competition, he decides about the success of the company, the sense of
undertaken actions and, consequently, the certainty of employment23. Just as the foundation of
business, also public organizations, is the client and he provides them with existence.

21
R. Karaszewski, Nowoczesne koncepcje zarządzania jakością, Wydawnictwo Dom Organizatora, Toruń 2009,
s. 134.
22
E. Skrzypek,op. cit., s. 23.
23
Ibidem, s. 134.
 And this client needs to be provided with what the organization assumes and on what
he receives public money and what he himself expects from this organization24.
TQM is a new way of managing the organization, oriented to continuous
improvement of its potential and structure, as well as activity in all aspects, spheres, results,
which leads to its good image and sustainable development25.
The company's success in a competitive market depends to a large extent on the ability
to adapt to the changing conditions of the distant and closer environment.
The most important factor for success in implementing TQM principles is man.
Enterprises have to change because they operate in a turbulent environment.
The destabilization of many areas of life forced them to learn fast, adapt and adapt.
Quality must be built into the highest level of strategy.
Transnational corporations with very high productivity know this. It does not matter
here what strategy we are dealing with, directed at the customer or product.
The company's strategy must include a place for the most important element, which is
the client and his needs and expectations.
The quality strategy must take into account the way competitors behave in order to
develop the shape of possible changes in competition strategies and likely consumer reactions
to projects undertaken by other enterprises.
TQM is a strategy that connects, combines in a way the goal, tools and motivations. It
should trigger changes in the whole enterprise, in order to create conditions for success that is
possible when the goal has been clearly defined, the strategy set and the criteria for measuring
the obtained effects.
The most important element in the implementation of the principles of the TQM
philosophy is therefore a person who has to understand the meaning and the need for change,
and accept them26.
The main motto of the management philosophy through quality in the organization is
the fact that the client's satisfaction is a prerequisite for the organization's basic tasks.
Quality management in the organization should be consistent with the organizational
culture and built on the assumptions of the participation of all employees in the production of
quality and customer service.

24
M. Bugdol, Zarządzanie jakością w urzędach administracji publicznej, Difin, Warszawa 2008, s. 133-134.
25
M. Żemigała, Jakość w systemie zarządzania przedsiębiorstwem, Wydawnictwo PLACET, Warszawa 2008, s.
45.
26
P. F. Drucker, Praktyka zarządzania, Akademia Ekonomiczna w Krakowie, Kraków 1994, s. 52.
 A prerequisite that must be met is, above all, the management team's belief in the
need to change the organizational culture so that quality management can be implemented27.
In the 21st century, global quality of products has become the priority goal and task of
the sphere of management in every business unit.
In order to make this crucial step and change the approach to creating product quality,
it is extremely useful to use the achievements of the theory of quality and proven principles of
effective management, including the principles combining point of view on quality matters,
including market mechanism with the client in the main role, as well as orientations the
process of the implemented undertaking, which is focused on the activity and efficiency of
employees.28
The basis for the construction of the quality system and its documentation is adopted
ISO 9000 series of standards, which came into use in 1987, supplemented in 1994 and
amended in 2000.29
The next modern quality management system is TQM (Total Quality Management).
These systems have been defined and described in the next sections of the chapter. The
historical development of comprehensive quality management has been carried out in four
stages. They can be classified as follows:
1) quality inspection,
2) quality control,
3) quality assurance,
4) comprehensive quality management.
The purpose of quality inspection was to separate low-quality products detected by
inspections, from products of approved quality, and then to withdraw, repair or sell them at a
lower price. Along with the development of industry, the second stage of development of
quality management appeared.
Quality has been controlled by supervising the skills of employees, by requirements
set in writing, by measurements and standardization.
During World War II, statistical quality control was developed through inspection as
a production activity, the purpose of which was to separate defective products from good
quality products.

27
J. Penc, Strategiczny system zarządzania, Wydawnictwo Placet, Warszawa 2001, s. 91.
28
E. Skrzypek E., op. cit., s. 91-93.
29
E. Konarzewska – Gubała, op. cit., s. 109-110.
 Control costs have been designed to monitor process variability so that decisions can
be made when the process needs to be adjusted.
The third stage, ie quality assurance, includes all previous stages to obtain the
appropriate quality, that the products and services meet the clients' needs, also introduced
compact quality books or the use of quality cost analysis, control over the processes and the
system introduced.
The fourth level, quality management, includes mastering and implementing principles
and concepts of quality management in all aspects of business operations.30

There are many synthetic descriptions of what TQM is. They can be reduced to the
following synthesis: it is a management philosophy used in conducting all company ventures
and processes based on the leadership role of the organization, in which each employee
cooperates with the team from his work environment, using tools to continuously improve or
exceed customer expectations, the purpose of the company to achieve such benefits as:
● increasing the company's credibility on the market and increasing customer
confidence,
● increasing sales,
● lowering costs,
● increase of employees' trust in the company's management system,
● increasing productivity.31
The very concept of TQM is inextricably linked to its creator Edward Deming. In
1944 he formulated for the first time the principles that became the basis of the TQM system.
Deming presented these principles in his famous "Fourteen Points":
● Set permanent goals for improving a product or service.
● Introduction of a new philosophy. Functioning in the new economic era requires
rejecting the acceptance of common delays, mistakes, material damages, erroneously
performed work.
● Abandoning the method of mass control as a tool guaranteeing achievement of a
certain level of quality. The place of mass control replaces the statistical methods on
the basis of which quality should be built.

30
K. Lisiecka, op.cit., s. 155.
31
Ibidem, s. 155.
 ● Departure from the selection of suppliers taking into account only the proposed price
conditions. In return, constant cooperation with one recipient leading to minimization
of total costs.
● Continuous and endless improvement of the planning, production and services
process. Introduction of modern methods of training and education of
employees in the scope of work, which should also include management.
● Introduction of institutional leadership.
● Rejection of fears and anxieties, so that everyone can work efficiently and
economically. Elimination of barriers between employees.
● Elimination of all forms of promotion encouraging to achieve the level of "zero
defects" at every level of productivity. Activities of this type do not take into account
the fact that the overwhelming number of reasons for poor quality and productivity is
the result of an inappropriate system and is beyond the competence of employees.
● Liquidation of numerical contingents for the workforce and numerical goals of
management.
● Elimination of barriers that deprive employees of pride in their work. elimination of
annual assessments and the merit reward system.
● Introducing energetic educational programs and encouraging self-improvement.
Involvement of all employees in the transformation process.32
● In the light of the above principles, the TQM system is a kind of comprehensive,
collective effort of all employees, oriented on continuous improvement of the
company in all aspects of the business.33
The purpose of TQM is:
● ensuring continuous improvement of quality today and in the future,
● gaining clients' trust in the competence of the producer and service provider, as well
as products and services, i.e. instilling confidence in the organization and its logo,
which becomes a specific quality mark,
● creating transparency of internal procedures covering the whole of the company,
● securing the possibility of exploitation in the case of product liability proceedings.
TQM boils down to looking for opportunities and reserves for the company's
development. It strives to clarify the company's identity.

32
J. Dahlgaard, K. Kristensen, GK. Kanji Podstawy zarządzania jakością, Wydawnictwo Naukowe PWN,
Warszawa 2000, s.120.
33
L. Wasilewski , Do czego służy TQM, Problemy Jakości, 3/98, s. 2.
 It is more than just creating a set of indications and recommendations for obtaining a
future position on the market, and also more than assimilating a set of methods (including
tools and techniques) to achieve the assumed goals.34
The concept of TQM in X enterprises is treated as a process enabling continuous
improvement of the achieved results of operations, effective use of all the company's
resources as well as employee involvement in the process of creating quality and improving
quality.
The implementation of the TQM strategy takes place through:
● including quality aspects in strategic management, production, finances, marketing,
human resources, environment, strict implementation of strategies, policies and ways
to improve all areas of the enterprise,
● including employees in enterprise management processes, shaping pro-quality
awareness of employees, attaching great importance to the development and training
of employees, care for improving working conditions, recognition, support and
appreciation of people striving for success in the TQM area, introduction of
motivating methods by the management creativity of employees, care for employees'
satisfaction from work, ensuring life stability, remuneration that motivated to work
more effectively, creativity and innovation,
● introduction of process management with strict determination of ways to realize also
full responsibility for individual processes,
● caring for full understanding of the needs and expectations of the current and future
client as well as striving to overtake his expectations and including him in the process
of shaping quality,
● full and real information about the company and its situation passed on to the crew.35
TQM refers to the excellence of products, quality of work, technology, quality of
processes and production systems, as well as the quality of marketing and information and
decision processes.

1.3.Specific feature of material products and services

Customer satisfaction and satisfaction are brought by products that are the carrier of
the highest quality. They must therefore contain the best features, both tangible and intangible

34
R. Karaszewski, op.cit., s. 94-95.

35
W. Borucki, M. Urbaniak Zdefiniować jakość, Problemy Jakości, 12/96, s. 24.
of the product. They are an important complement to the basic functions of the product, they
are an important tool for competitive differentiation.
During the purchase, the customer makes a choice considering the features of the
product, which form the so-called core of benefits - the benefits leading to a given product.
Today's enterprises, in the interest of high quality products, do not focus only on
improving the core of benefits, but instead equip them with a certain bundle of usability (eg
information, brand, the possibility of buying in a specific place, service).
Constant modification of products, equipping them with new features and changing
existing ones, results in a higher quality of the product and shapes the image of the company's
progress.
The actual product quality, in addition to material features, will also be determined by:
price, service, availability, favorable discounts, product quality certificates, awards and prizes.
Such a set of product features, varying depending on individual customer expectations, can
satisfy it and create the right product image36.
Material traits are features closely related to technical quality, determining the ability
to provide the customer with the expected benefits and satisfying his needs (the objective side
of quality).
These features constitute the so-called the core of the product and decide on the utility
value (durability, reliability, operational safety). For example, the material features desired
when buying a car will include: engine power, fuel type, car size, reliability, ride comfort,
safety, additional equipment, appearance.
The buyer of tires may also be interested in such material features as: safety, tread
hardness, profile, traction properties. The basic benefit that the customer buys is the core of
the product, from which it can not yet be concluded of its quality.
All product levels will decide about it: basic benefit, basic product, expected and
improved product and its intangible features37.
From the point of view of product quality assessment by the consumer, an important
role is played by a set of intangible features that determine the emotional utility value
affecting the client's psyche (subjective quality side).
This group of features is product equipment that creates the image of a brand, product
or company. Such features include: product brand, supplier's reputation and price

36
K. Lisiecka, Zasada doskonalenia jakości w programach wdrażania TQM, Problemy Jakości, 3/98, s. 12.
37
E. Skrzypek, op.cit., s.9-10.
 . Among the listed intangible features that determine the quality of the product, the
brand plays a special role, previously developed by the manufacturer, and associated by the
customer with the expected characteristics of the product, the resulting benefits and values38.
The technical quality depends on the quality of raw materials (chemical composition)
and strictly technological production processes.
This quality will be determined by the physical and chemical characteristics of the
products obtained during the manufacturing process. For example, we speak about such
features as: strength, precision of workmanship, tolerance, etc.
These features are measurable and their values can be defined in company and
national standards (PN, DIM, NF, BS, GOST), European technical standards EN and
international ISO. Deterioration of quality may occur as a result of the use of improper
technologies as well as an unsuitable environment in the production, storage and transport
processes39.
For many products organoleptic characteristics are determined by taste, smell, color,
gloss, transparency, consistency, structure.
The most frequent is the collection of features that contain detailed various indicators
depending on the type of good and the need to be met. These are:
- natural and technical features;
- product properties given by nature, resulting from the use of a specific technology (these
features can be measured and compared with standards);
- economic features - these are the elements of the product structure that constitute the
benefits for the consumer, they can be measured and estimated (eg depreciation);
- functional features;
- the products acquire the ability to meet the consumer's needs (durability, reliability, ease of
use, safety of use);
- ergonomic features;
- product properties that adapt it to the anatomical, physiological and psychological
characteristics of a human;
- aesthetic features;
- characterize the appearance of the product (shape of colors, construction solutions); -
ecological features;

38
F. Mroczko, op. cit., s. 34.
39
Ibidem.
- properties that make the product environmentally friendly40.
The product classification includes objects intended for consumption, objects being
means, semi-finished products, ingredients for manufacturing other products and a whole
range of objects that are results of processes running inside the organization, such as
documents, information and various services necessary for the proper functioning of the
organization.
Products are divided into material, intellectual products or services, there are also
products that are a mixture of these categories.41
Goods are, in general, all movable goods, in fact there are property goods with
exchangeable value and which are therefore or may be traded for this reason. In commodity
science, this concept is one of the central categories defining both the basic subject of
research activities and the subject of studies.
However, it is not always clearly understood and interpreted42. There are also other
terms. Goods are often generally regarded as articles and tangible goods intended simply for
sale43.
The product may be called a product, but it is actually a narrower concept in relation
to a product or product, strictly economic, i.e. a product that the producer provides to the
consumer as part of trade. If the same product is not tradable but is intended for the
manufacturer's own needs, it will be an article, good or product.
The goods will also not include real estate, assets, means of payment, securities and
intangible services. In the theory of commodities, "the classification of goods is aimed at
organizing them. Classifying, one can accept various characteristics of goods, e.g. physical,
biological, storage, etc."44
What is not a good is products or otherwise good. They are divided into free, produced
and for energy and services. Free goods are defined as things generally available to man,
although there have been fewer and fewer ones for some time because free goods are
considered to be good, and today fees are charged, such as water in waterworks, water on paid
beaches.

40
Ibidem.
41
Ibidem.
42
Ibidem.
43
J. M. Myszewski, op. cit., s. 34
44
W. Ładoński, K. Szołtysek, Red. Zarządzanie jakością, cz. 2, Ochrona jakości wyrobów w łańcuchu
logistycznym, Wydawnictwo Akademii Ekonomicznej im. Oskara Langego we Wrocławiu, Wrocław 2007, s. 13.
 The goods produced by man can be divided into movable and immovable ones -
movable goods, and directly useful goods.
Also, energy goods are often treated today as commodities, especially when they have
the form of produced or processed energy or its carriers, e.g. crude oil, coal or gas 45. There are
also services that satisfy many specific human needs.
The service should be understood as the action usually undertaken for profit-making
purposes in order to meet the needs of another person or organization.
Services may include a variety of activities from intangible, such as technical advice,
representation of someone before the office or court, to the performance of specific items,
such as documentation.
"Speaking about the intangible character of social services, one should remember
about the delimitation of the service from the material tool of its provision, eg hospital and
health care, school and education. This distinction points to two basic levels of analysis of the
phenomenon of provision and consumption of social services "46.
Services are also somehow the activities of public organizations, for example,
administrative units. "The notion of social services has come to mean a socially useful activity
aimed directly at people, both for material and spiritual needs. The result of providing social
services is not directly property, physical utility values.
The results of such a defined activity are, therefore, intangible and may include, for
example: knowledge, professional qualifications, information, advice, survival, improvement
of appearance, health, well-being, satisfaction, mental relaxation, a sense of security.”47
Services constitute a very large and diversified sector of the economy, which includes
both the activities of government agencies, such as the police, army, justice, non-profit
institutions and, above all, private enterprises aimed at achieving benefits, such as banks,
financial institutions and hotels.
The huge range of activities of the services sector causes difficulties in defining them.
"In modern literature, four most typical definitions of services are distinguished.
● Negative definitions - are limited to the assumption that what is not the production of
material goods is a service activity. According to the classic definition of O. Lange,
services are all activities directly or indirectly related to satisfying human needs, but
not directly for the production of objects.

45
Ibidem.
46
B. Zembrzuska, Towaroznawstwo. Podręcznik, Difin, Warszawa 2010, s. 8.
47
W. Ładoński, K. Szołtysek, op. cit., s. 15 – 16.
 ● Constructive definitions - potential oriented. A good example is the definition of K.
Polarczyk, who says that the service is a productive work, the effect of which is the
utility value recreated or given to the existing and already shaped object.
● Definitive definitions - they consist in calculating business activities belonging to
services.
● Compilation definitions - created by compiling different characteristics of services
proposed by various authors and compiling them into an eclectic whole. An example
is the proposal of W. Stanton, according to which the services are separate activities
that do not bring material character, providing the buyer with certain benefits that are
not necessarily related to the sale of products "48.
A service is any activity that includes an element of intangibility, which consists in
influencing the client or objects or property in his possession, and which does not result in the
transfer of ownership. It may, however, take place and the provision of a service may or may
not be related to material good or profit.
There are four distinctive features of services:
● immateriality - services are in most cases not related to the production of material
goods,
● diversity - services are inconsistent, non-standard and very varied,
● inseparability - services are provided by the service provider and simultaneously
consumed by the customer,
● impermanence - there is no possibility to store services49.
In many countries, services are currently the dominant area of socio-economic
activity. In these highly developed, more than half of the professionally active people are
involved. The share of the sphere of services in creating national wealth is about 50-70%
there.50

1.4. Quality management system in public organizations as a general offer to meet

customer expectations
Quality is undoubtedly one of the most important instruments for creating value for
the customer and is not only about the quality of the product, but about the entire market offer
of the producer.

48
B. Filipiak, A. Panasiuk, Przedsiębiorstwo usługowe, Ekonomika, PWN, Warszawa 2008, s. 29, 30.
49
Payne A., op. cit., s. 20.
50
http://www.rypin.pl/index.php?strona=102 : 17.05.2016r.
 In this case, we can talk about total quality being the "fruit" of the total quality
strategy and beyond the products together with their functional characteristics, creating
purchase conditions (prices, payment terms, availability, in terms of place and time), delivery
terms, pre-sales and after-sales services , product brand reputation, company image and
more51.
The same applies to the quality of services in the public sector, with the difference that
the customer buying a product from a given manufacturer can always choose another one,
while the client of a given organization (eg ZUS) often has no possibility to go to another
(total lack of competitiveness). Which does not mean, however, that he can not expect high
quality of services provided to him.
Quality in public institutions is a complex concept. It requires defining the type of
public services, determining who their addressee is and determining how public
administration should function to provide high-quality services.
To a large extent it depends on quality management, which equips the rulers with tools to
achieve socially acceptable goals. This requires getting to know proven methods, determining
who both the providers and recipients (clients) of services are
"The first way to define quality in the public sector is based on the essence of services.
There is a technical dimension of public services, a non-technical dimension and the
surroundings of services (social dimension).
With this approach you should ask yourself the following questions:
- Main activity: are the services that are designed to meet the requirements for which they are
designed?
- Additional activity: are the services enriched by their additional environment and local
environment?
- do the relationships between service providers and recipients contribute to the enrichment of
basic services?
- the democratic aspect?: Are consumers and citizens involved in the delivery of public
services?
In the case of public administration, defining the concept of quality requires defining
the nature and nature of the tasks fulfilled by public institutions from the point of view of
management.
From this point of view, it is important to distinguish the following concepts:

51
F. Mroczko, F., op. cit., s. 40.
- public services as basic tasks fulfilled by public administration organizations. In modern
management definitions, it is assumed that all administration tasks can be defined as services.
Providing such services requires the introduction of management principles that are not
fundamentally different from those applied in the private sector;
- defining the type of customer and his expectations and satisfaction. In the case of public
services, a client may be, for example, a citizen or groups of citizens or local communities,
another organizational unit of a given institution, another public administration body, private
sector organization, policies, legislative or regulatory body. Expectations of such a client may
not be clearly defined or defined, and for many public services customer satisfaction factors
are difficult to define;
- especially for services;
- administrative decisions or services, the performance of which depends on limited public
resource.
Three key elements appear in the process of providing public services: the standard of
service, the manner of providing services tailored to the organization and social needs, and the
improvement of this method, resulting, inter alia, in from the analysis of the results achieved
and the level of satisfaction of citizens - clients of the administration.
"Governmental administration should be responsible for policy planning, medium- and
long-term strategies, while local government institutions take responsibility for providing
public services according to standards defined by law.
The implementation of both these tasks - shaping policy and provision of services -
requires tools to manage many interrelated processes, consisting of many procedures and
activities.
In order to achieve the result - to achieve a specific goal - you have to constantly
monitor what you are doing, compare it with others, publicly present the effectiveness of
using the public funds entrusted.
The administration tries to satisfy the civic need of "being informed", among others,
by organizing citizen service offices.
Their efficiency depends largely on whether the processes implemented at the office
have been precisely identified and described. This description is the basis for process
management, the main element building a quality management system according to the
requirements of ISO 9001: 2001.
 Without defining the course of the processes and their mutual relations and the lack of
the ability to efficiently separate the function of direct service of citizens from the
implementation of substantive tasks to issue an administrative decision, certificate etc.
A full assessment of the operation of a public institution can only be made when the
number and quality of results can be related to the assumed results.
Therefore, the administration must be assessed by a constant analysis of the results
obtained by it, and not only by the fact that it acts in accordance with what is specified in the
regulations. The tool that gives the opportunity to implement this postulate is the
implementation of management methods through results in the system of performing public
tasks.
The results should be evaluated in two dimensions:
● To what extent was what was planned (assessed by indicators showing the degree of
change in the initial state)?
● What is the quality of the services or products provided (assessment by quality
indicators, i.e. information on the effectiveness and efficiency of the activities carried
out)?
It is also necessary to apply New Public Management (NPM) concepts to the
management system. It is necessary to set standards of public services, a set of indicators of
the quality of public services and to establish a system of measurement, evaluation and
principles of "rewarding" for achieving the assumed results.
Implementation of the NPM requires basing the system of performing public tasks on
the following principles:
● effectiveness, i.e. management by objectives with measurement of achievements,
● effectiveness, i.e. introducing economization of public administration activities,
● transparency, i.e. openness to administrations and other interested parties.
The organization's management should improve the process of effective and effective
communication with clients. It is indispensable from the point of view of the need to
recognize the requirements and expectations of clients that an organization should meet.
The organization must strive to meet expectations defined directly and those who are
not aware. Market research should, however, be carried out both at the stage of creating the
concept and the prototype of the product (quality of the type), as well as at the stage of
product economisation and its operation.
 The information obtained should serve the management in making decisions to
improve the quality management system. It can be obtained by conducting market research of
clients through benchmarking and continuous review of changes taking place in the industry.
The product improvement processes should also take into account the current
statutory requirements and product regulations as well as any internal requirements of the
organization.
Periodically, the organization should conduct reviews regarding compliance with the
product requirements.
As a result of the review, it should realize to what extent the proposed product meets
the requirements even before the product is delivered to the customer. In the process of
product improvement, it is important to obtain feedback from customers, including complaint.

1.5. Conclusions
Quality is currently one of the determinants and main directions of success in the
market of products or services. The concept of quality is analyzed in several senses, and its
idea has been present in human consciousness since the beginning of time.
The ancient philosophers were already interested in the concept of quality, then it
evolved over the centuries to enter the last, contemporary stage of approach to quality issues,
initiated relatively recently and still enriched with new methodological approaches.
The interpretation of quality issues from the point of view of the principles and tools
of its control, methods of its provisioning and management in the organization is of
paramount importance. Classics are considered, among others, A. Feigenbaum, J. Juran and E.
Deming.
Quality management developed at different rates depending on economic conditions
and the social situation.
The first method of achieving quality was technical control, also called quality
inspection. However, the quality management system continued to develop, along with the
development of industry and services.

ISO was established to systematize quality standards. From the 1940s, more standards
have been created to determine the quality requirements of goods, goods and services as well
as mechanisms and tools to control the achievement of the required quality.
 The concept of comprehensive quality management (TQM) was also introduced to
business practice, suggesting full use of the company's functions to achieve quality objectives.
This management should cover all resources, both tangible and intangible, as well as
processes that produce quality.
Therefore, TQM is focused on high quality, management of all resources and internal
processes as well as pro-quality shaping of external processes.
Customer satisfaction and satisfaction bring these products, which are the carrier of
the highest quality, that is, they have the best material and intangible features.
These features are an important complement to the basic functions of the product,
they are an important tool for competitive differentiation. In the purchase process, the
customer makes a choice based on several product features.
Today's enterprises, in the interest of high quality of their products, do not focus only
on improving the core of benefits, but equip their products with a certain bundle of usability,
constant modification of products, equipping them with new features, improving existing
ones, results in a higher quality product and shapes a positive image entire company. In a
way, the product is also a service, and these include also the services of public entities.
In the process of providing public services, we have three key elements: the standard
of service, the manner of providing services tailored to the organization and social needs, and
the improvement of this method, resulting, inter alia, in from the analysis of the results
achieved and the level of satisfaction of citizens - clients of the administration.
It is necessary to apply the New Public Management (NPM) concept to the
management system in public administration.
Thus, it is necessary to set standards for public services, a set of indicators for the
quality of public services and the establishment of a system of measurement, evaluation and
principles of "rewarding" for achieving the assumed results.
In the further part of this paper the topic of quality management in public
organizations will be discussed more broadly.
They will be presented closer to the possibility of using the quality management
system in meeting customer needs social assistance and, above all, the role and nature of
social care services in X and its place in the public sector and the possibility of using the
quality management system in X in X. It will be a way out to research on the use of the
quality management system at X in X.