Improving Organizational Effectiveness through Quality Circles

Abstract

The American work force is experiencing an evolutionary change which bears certain implications for the ways in which organizations are managed. The major trends which have emerged are: changing attitudes and values of the worker, changing composition of the labor force, and the use of alternative management systems to cope with the changes. In this time of slower growth, declining productivity, and greater worldwide competition, the solution to “people problems” is now just as important as is the generation of capital and the introduction of new technologies. Evidence is mounting that quality of work life programs are useful in realizing the desirable goals of improved productivity and product quality. The quality control circle concept is one such approach. The history, process, and objectives of quality circles are presented, and a comparison is made of typical American and Japanese models. Worker participation in quality circles in large Japanese industrial organizations is discussed based upon empirical research. Two approaches to the use of quality control are presented. One program is oriented toward improving the product quality and the other toward better quality of customer service. Organizational effectiveness may thus be enhanced through different applications of the quality control circle concept.