Facilitator Viewpoints on Specific Aspects of Quality Circle Programmes

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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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