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Title:

Term Project

Participation & Motivation using Quality circle style

of participative management

Presented by:

Ahlam AL-

Afnan Abo AL-hassan

Eman Foudah

Halimah

Presented to:

Dr.Khaled Karemi

HR (533)


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Table of contents

A _ ENTRING

1.1 Introduction........3

1.2 Objectives of the Study........3

B_ REVIEW OF LITERATURE

2.1 volume Japanese Quality Circles and Productivity,

Joel E. Ross and William C. Ross...4

C_RESEARCH METHOD AND DESIGN

3.1 Objective of quality circle.5

3.2 Composition of quality circle &

Quality circle organization

..

.5

FINDING7

CONCLUSION.7

WORK CITED..8


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INTRODUCTION

Our Term project is about Participation & Motivation usingQuality Circle Style of participative management.

Participative management is an umbrella term that encompassessuch varied activities as goal setting, problem solving, directinvolvement in work decisions, it aims at involving employees invarious activities to ensure people involvement leading to higherproductivity &work satisfaction.

Quality Circle Style of participative management is a group of

employees who perform similar duties and meet at periodic intervals,

often with management, to discuss work-related issues and to offer

suggestions and ideas for improvements, as in production methods or

quality control.Its philosophy is ;every human is a true storehouse of

ideas. In normal working. generally manager doesn't not call upon to

contribute ideas, he is at best asked to perform a given set of duties

by given the right kind of environment, he will be inspired to also lend

his intelligence and creativity to the organization , otherwise, this

potential energy lies dormant in him .

There are various forms and styles of participative management . One

of them which is widely applied and practiced is Quality Circles

conceptfirst originated in USA which was very successfully ,applied in

Japan afterwards.

Objectives of the study:

Define the concept of participative management.. Explain the quality circle style it's philosophy & objective of quality

member.

Define the quality circle organization diagram.


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LITERATURE VIEW

Quality Circles

A quality circle is a participatory management technique that enlists

the help of employees in solving problems related to their own jobs. Intheir volume Japanese Quality Circles and Productivity, Joel E. Rossand William C. Ross define a quality circle as "a small group ofemployees doing similar or related work who meet regularly toidentify, analyze, and solve product-quality and production problemsand to improve general operations. The circle is a relativelyautonomous unit (ideally about ten workers), usually led by asupervisor or a senior worker and organized as a work unit."Employees who participate in quality circles usually receive training informal problem-solving method such as brainstorming, paretoanalysis, and cause-and-effect diagrams then are encouraged to applythese methods to either specific or general company problems. Aftercompleting an analysis, they often present their findings tomanagement and then handle implementation of approved solutions.

Although most commonly found in manufacturing environments,quality circles are applicable to a wide variety of business situationsand problems. They are based on two ideas:

First: employees can often make better suggestions for improvingwork processes than management;

Second: employees are motivated by their participation in makingsuch improvements. Thus, implemented correctly, quality circles canhelp a small business reduce costs, increase productivity, andimprove employee morale. Other potential benefits that may berealized by a small business include greater operational efficiency,reduced absenteeism, improved employee health and safety, and anoverall better working climate. In their book Production and OperationsManagement, Howard J. Weiss and Mark E. Gershon called qualitycircles "the best means today for meeting the goal of designing qualityinto a product."

The interest of U.S. manufacturers in quality circles was sparked bydramatic improvements in the quality and economic competitivenessof Japanese goods in the post-World War II years. The emphasis ofJapanese quality circles was on preventing defects from occurringrather than inspecting products for defects following a manufacturingprocess. Japanese quality circles also attempted to minimize the scrapand downtime that resulted from part and product defects. In theUnited States, the quality circle movement evolved to encompass thebroader goals of cost reduction, productivity improvement, employee

involvement, and problem-solving activities


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Objective of quality circle .

Reduce errors and enhance quality and productivity

Inspire more effective team work .

Promote job involvement and participation.

Increase employee motivation .

Create problem solving capacity.

Build an attitude of problem prevention

Improve communication in the organization

Develop harmonious manager-worker relationship

Promote personal and leadership development .

Develop a greater safety awareness.

Promote cost reduction.

Catalyze attitudinal changes for greater cohesiveness and

teamwork .Positive quality of work life.

Composition of quality circle & Quality circle organization

The diagram represents an ideal set-up of quality circle organization

Building up a quality circle needs some steps as.

Name of the circle during the first meeting and selecting a leader to

conduct the deliberations of the meeting .

Quality Circle Meetings should held once a week on regular basis,member should fix a day ,time and venue for their weekly meeting .

Members are group of people from the same work area to identify work

area problems, analyse them and find sollutions . Membership is purely

voluntary

Leader every member is a potential leader .the leader need not be

permanent .this is to facilitate leadership development .facilitator &coordinator is a guide to the circle he makes things

happen in QC

steering Committee will review QC operations in the organizations &provide the necessary support &help to the circles.it also ensure adequatemiddle management involvement in QC activities

Executive Committee will be comprising of 2 to 3 persons from

senior management cadre to formulate policies & to incorporate

varoius changes from time to time to make the QC successful.


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Quality Circle Operation following the QC process during each

problem which are .

1) Problem collectionas creating a problem bank is one of the task

to be done by circle member in the first meeting .

2) Problem selectionwhich means pick up one problem at a time in

order of priority that will be decided by the circle depending on the

circumstances

3) Problem analysis in this stage the group tries to establish the

causeeffect relationship first .the leader should ensure participations

of every member of the group.

4) Problem solutiona proper environment &group thinking process

combined with expertise in work area generate appropriate solutionto problems.

5)Management presentation the member can make a snappy

presentation in about 20 munities stating the main observation and

the benefit anticipated from the circle recommendation. Proper

recognition should be made at this stage .

6) Implementation, review & follow up the circle member should

prepare an implementation schedual after receiving the approval

from the management .then they need to do a proper review &properfollow up action

Promotional activity should start after consolidation of initial

achievement and should include :

Publicity through notice boards and posters in plant/department .

Publicity brief of QC projects along with photograph ofmanagement presentation in house journals /bulletin .

Publicity case studies/ articles by member in national andinternational QC magazines

Picnics of QC groups may be organized in order to ensure groupfeeling .


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Findings :

o The small business owner must be willing and able tocommit the time and resources needed to motivate & trainthe employees who will participate in the program.

o quality circles offer a wide variety of benefits for smallbusinesses. For example, they serve to increase

management's awareness of employee ideas.

o Quality circles also serve to facilitate communication andincrease commitment among both labor and

management.

o quality circles further teamwork and reduce employeeresistance to change.

o quality circles can improve a small business's overallcompetitiveness by reducing costs, improving quality, andpromoting innovation.

CONCLUSION:

successful quality circles offer a wide variety of benefits for

small businesses. For example, they serve to increase

management's awareness of employee ideas, as well as employee

awareness of the need for innovation within the company. Quality

circles also serve to motivate and facilitate communication and

increase commitment among both labor and management. In

enhancing employee satisfaction through participation in decision-

making, such initiatives may also improve a small business's

ability to recruit and retain qualified employees. In addition, many

companies find that quality circles further teamwork and reduce

employee resistance to change. Finally, quality circles can improve

a small business's overall competitiveness by reducing costs,

improving quality, and promoting innovation.
http://www.answers.com/topic/teamworkhttp://www.answers.com/topic/teamwork


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WORK SITED:

Allender, Hans D. "Using Quality Circles to Develop an ActionPlan Required for Leading Organizations." IndustrialManagement. September-October 1992.

Gregerman, Ira B. Productivity Improvement:A Guide for SmallBusiness. New York: Van Nostrand Reinhold, 1984.

Gryna, Frank M., Jr. Quality Circles: A Team Approach to

Problem Solving. AMACOM, 1981.

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