Term Project

Participation & Motivation using Quality circle style of participative management

Presented by:
Ahlam ALAfnan Abo AL-hassan Eman Foudah Halimah

Presented to:
Dr.Khaled Karemi HR (533)


………5 3..…….2 Objectives of the Study. Ross………………..……..3 B_ REVIEW OF LITERATURE 2..4 C_RESEARCH METHOD AND DESIGN 3.….7 WORK CITED……………………………………………………………….……..3 1... Joel E.2 Composition of quality circle & Quality circle organization ………………………... Ross and William C.1 Introduction…………………………………..…………….8 2 .…….…….1 Objective of quality circle…………………………….1 volume Japanese Quality Circles and Productivity.……….…5 FINDING………………………………………………………………………7 CONCLUSION……………………………………………………………….Table of contents A _ ENTRING 1.……….

this potential energy lies dormant in him . he will be inspired to also lend his intelligence and creativity to the organization . he is at best asked to perform a given set of duties by given the right kind of environment. Explain the quality circle style it's philosophy & objective of quality member. Participative management is an umbrella term that encompasses such varied activities as goal setting. Define the quality circle organization diagram. it aims at involving employees in various activities to ensure people involvement leading to higher productivity &work satisfaction. Objectives of the study:    Define the concept of participative management. In normal working. otherwise. Quality Circle Style of participative management is a group of employees who perform similar duties and meet at periodic intervals. direct involvement in work decisions. problem solving.applied in Japan afterwards. often with management. as in production methods or quality control. One of them which is widely applied and practiced is Quality Circles concept first originated in USA which was very successfully . 3 . generally manager doesn't not call upon to contribute ideas.. Its philosophy is .every human is a true storehouse of ideas.INTRODUCTION   Our Term project is about Participation & Motivation using Quality Circle Style of participative management. to discuss work-related issues and to offer suggestions and ideas for improvements. There are various forms and styles of participative management .

Although most commonly found in manufacturing environments. Howard J. Japanese quality circles also attempted to minimize the scrap and downtime that resulted from part and product defects. increase productivity. Joel E. quality circles can help a small business reduce costs. The emphasis of Japanese quality circles was on preventing defects from occurring rather than inspecting products for defects following a manufacturing process. and cause-and-effect diagrams then are encouraged to apply these methods to either specific or general company problems. quality circles are applicable to a wide variety of business situations and problems. and an overall better working climate. and problem-solving activities 4 . Weiss and Mark E. The circle is a relatively autonomous unit (ideally about ten workers). reduced absenteeism. implemented correctly. Gershon called quality circles "the best means today for meeting the goal of designing quality into a product. usually led by a supervisor or a senior worker and organized as a work unit. and improve employee morale. improved employee health and safety. In their book Production and Operations Management. analyze. In the United States. productivity improvement.S. Other potential benefits that may be realized by a small business include greater operational efficiency. In their volume Japanese Quality Circles and Productivity. Thus." Employees who participate in quality circles usually receive training in formal problem-solving method such as brainstorming. employee involvement. They are based on two ideas: First: employees can often make better suggestions for improving work processes than management. the quality circle movement evolved to encompass the broader goals of cost reduction. Ross define a quality circle as "a small group of employees doing similar or related work who meet regularly to identify." The interest of U.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. Second: employees are motivated by their participation in making such improvements. and solve product-quality and production problems and to improve general operations. manufacturers in quality circles was sparked by dramatic improvements in the quality and economic competitiveness of Japanese goods in the post-World War II years. they often present their findings to management and then handle implementation of approved solutions. pareto analysis. Ross and William C. After completing an analysis.

Membership is purely voluntary Leader every member is a potential leader . Quality Circle Meetings should held once a week on regular basis .time and venue for their weekly meeting . Composition of quality circle & Quality circle organization Members are group of people from the same work area to identify work area problems. Promote cost reduction. Create problem solving capacity. Reduce errors and enhance quality and productivity Inspire more effective team work .it also ensure adequate middle 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. Develop a greater safety awareness.the leader need not be permanent .Objective of quality circle …. The diagram represents an ideal set-up of quality circle organization Building up a quality circle needs some steps as. 5 . Positive quality of work life. Build an attitude of problem prevention Improve communication in the organization Develop harmonious manager-worker relationship Promote personal and leadership development . Promote job involvement and participation.member should fix a day . Catalyze attitudinal changes for greater cohesiveness and teamwork . 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. analyse them and find sollutions . Name of the circle during the first meeting and selecting a leader to conduct the deliberations of the meeting .this is to facilitate leadership development . Increase employee motivation .

the leader should ensure participations of every member of the group.  Publicity case studies/ articles by member in national and international QC magazines  Picnics of QC groups may be organized in order to ensure group feeling .  Publicity brief of QC projects along with photograph of management presentation in house journals /bulletin . 1) Problem collection as creating a problem bank is one of the task to be done by circle member in the first meeting . review & follow –up the circle member should prepare an implementation schedual after receiving the approval from the management . 2) Problem selection which 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 cause –effect relationship first . 6 . 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. 4) Problem solution a proper environment &group thinking process combined with expertise in work area generate appropriate solution to problems.Quality Circle Operation following the QC process during each problem which are . Proper recognition should be made at this stage . 6) Implementation.then they need to do a proper review &proper follow up action Promotional activity should start achievement and should include : after consolidation of initial  Publicity through notice boards and posters in plant /department .

o quality circles offer a wide variety of benefits for small businesses. quality circles can improve a small business's overall competitiveness by reducing costs. and promoting innovation. Quality circles also serve to motivate and facilitate communication and increase commitment among both labor and management. improving quality. In enhancing employee satisfaction through participation in decisionmaking. For example. many companies find that quality circles further teamwork and reduce employee resistance to change. o quality circles can improve a small business's overall competitiveness by reducing costs. they serve to increase management's awareness of employee ideas. For example. Finally. CONCLUSION: successful quality circles offer a wide variety of benefits for small businesses. and promoting innovation. o Quality circles also serve to facilitate communication and increase commitment among both labor and management. improving quality.Findings : o The small business owner must be willing and able to commit the time and resources needed to motivate & train the employees who will participate in the program. o quality circles further teamwork and reduce employee resistance to change. 7 . such initiatives may also improve a small business's ability to recruit and retain qualified employees. they serve to increase management's awareness of employee ideas. In addition. as well as employee awareness of the need for innovation within the company.

Gryna. Frank M.WORK SITED: Allender. AMACOM." Industrial Management.. Ira B. Quality Circles: A Team Approach to Problem Solving. September-October 1992. Jr. Hans D. "Using Quality Circles to Develop an Action Plan Required for Leading Organizations. 8 . Gregerman. 1984. Productivity Improvement:A Guide for Small Business. New York: Van Nostrand Reinhold. 1981.

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