“Quality Circles” Concept in the Organization

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The approach to implementing “quality circles” concept

The first step of the implementation is to define the problem that is to be resolved. For instance, if the company’s workers lack productivity, the main problem to address is the management of human resources. After the central issue is identified, it is necessary to decide which employees to include. Each quality circle has to consist mainly of the employees who can have an impact on the issue or those affected by it (Syla & Rexhepi 2013).

Also, it is necessary to include one person fro outside the department who would observe and evaluate the decision-making process (Syla & Rexhepi 2013). Once the members are gathered, I would present them with the central issue and explain the working model of a quality circle as defined by Rohilla and Chaudhary (2016). I would then ask them to work on the issue independently, as the management is only involved in the first stage of quality circle work, which is problem identification (Syla & Rexhepi 2013).

“Quality circles” concept In our culture

Quality circles are used by companies all over the world. It is a flexible method that can work in any cultural setting, as each quality circle consists of the members of the company and thus the people involved in the problem-solving process are part of the company’s and the country’s culture. Therefore, I believe that the concept of quality circles would be just as effective in our culture as in any other part of the world.

Other approaches that might help in enhancing employee involvement in the organization

Mathis (2013) outlines three effective strategies to promote employee involvement: affinity, affiliation, and autonomy. The first strategy is to provide employees with a cause to aspire to, which would fit into the company’s mission and vision. The second strategy is to ensure that employees feel their affiliation with the organization – for instance, by creating safety committees, observation activities, and promoting teamwork. Lastly, Mathis (2013) offers to provide a degree of autonomy to all workers. This can be achieved by allowing workers to create participation opportunities, propose company activities or strategies, and solve appropriate problems independently.

Reference List

Mathis, T 2013, ‘Three strategies for employee engagement’, Industry Week. Web.

Rohilla, S & Chaudhary, R 2016, ‘Quality circle in organization and its implementation’, International Journal of Current Engineering and Technology, vol. 6, no. 3, pp. 887-889. Web.

Syla, S & Rexhepi, G 2013, ‘Quality circles: what do they mean and how to implement them?’, International Journal of Academic Research in Business and Social Sciences, vol. 3, no. 12, pp. 243-251. Web.

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“Quality Circles” Concept in the Organization

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