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Related Experiment Videos

Quality circles after the fad.

E E Lawler, S A Mohrman

    Harvard Business Review
    |December 11, 1984
    PubMed
    Summary
    This summary is machine-generated.

    Quality circles can improve employee involvement but often self-destruct due to design flaws. They are not ideal for fostering a truly participative organizational culture, requiring significant changes beyond the initial program.

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    Area of Science:

    • Organizational Behavior
    • Management Science
    • Human Resources

    Background:

    • Quality circles (QCs) are often implemented to increase employee participation and foster a more collaborative organizational culture.
    • Despite initial appeal, the effectiveness and long-term viability of QCs as a foundation for broader participative management are questioned.

    Purpose of the Study:

    • To analyze the inherent advantages and disadvantages of quality circles.
    • To identify factors contributing to the self-destruction of quality circles.
    • To evaluate the suitability of quality circles as a precursor to more integrated participative management structures.

    Main Methods:

    • The study involved observing and analyzing numerous quality circles across various organizations.
    • The authors examined the typical lifecycle and developmental stages of quality circles.

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  • Threats to the sustainability of quality circles were identified and discussed.

    • Main Results:

    • Quality circles offer specific benefits but contain design elements that frequently lead to their failure.
    • QCs often fail to transition effectively into broader, institutionalized participative management systems.
    • Significant organizational changes are necessary for successful integration, which do not naturally arise from QC programs.

    Conclusions:

    • Quality circles have limitations and are not inherently effective for creating a lasting participative culture.
    • Managers should understand the lifecycle and threats to QCs to maximize their utility.
    • Alternative or supplementary strategies are likely needed to achieve deep organizational participation.