Facilitator Viewpoints on Specific Aspects of Quality Circle Programmes

Abstract

The evidence presented in this article was elicited by group discussion from Quality Circle facilitators of 22 companies at a recently held North West workshop organised by the National Society of Quality Circles. The typical issues discussed and reported here include: sustaining quality circle programmes over time, monetary rewards, evaluation, management resistance and conflict with the roles of trade union representatives. Amongst the main findings are: that the support of all grades and levels of management and sustained top management recognition for circles are vital for their long‐term growth, direct cash contributions given to circle members are alien to the quality circle philosophy; circle programmes should be evaluated in terms of the quality of working life and cost benefits; middle managers are more likely to resist circle activities than are top and first‐line management, and circle activities do not conflict with the roles of trade union representatives.

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