Abstract
Critically reviews total quality practices and misunderstanding of the concept of empowerment. Berates the fact that many organisations are managed by objectives rather than for objectives, that often employees have been told that they have been empowered to improve, but have not been given the capability to introduce change. Argues that successful quality management, applied wisely, creates opportunity but requires commitment, understanding and an ability to act instinctively for quality; once these principles are practised progression is simply a matter of course.
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