Abstract
This article explores quality circles (QCs), a popular type of work group employed extensively in business and industry. It is noted that several empirical studies point out the failure of QCs to achieve desired outcomes. On the basis of the findings of a study involving QCs in an electronics manufacturing firm, three categories of QCs are identified: management dominated QCs; stable QCs; and QCs in crisis. The article suggests that practitioners should recognize the complexity of QCs and focus intervention efforts upon individual, QC group, and organizational levels of analysis.
Recommended Citation
Abbott, Martin L.
(1987)
"Looking Closely at Quality Circles: Implications for Intervention,"
Clinical Sociology Review: Vol. 5:
Iss.
1, Article 12.
Available at:
https://digitalcommons.wayne.edu/csr/vol5/iss1/12
