Description:
<jats:p>Despite the optimism which surrounded the advent
of quality circles a decade ago, recent research
suggests that there are few programmes still
functioning. The data on which this article is based
were collected in five organisations in central
Scotland in the period 1983‐86, when quality circles
were in operation or were being introduced. Since
then, all but one of the programmes has ceased.
The research indicates that the barriers
encountered by quality circles are of two kinds:
some general to any form of organisational change;
others specific to quality circles. In addition, quality
circles cannot easily be assimilated into existing
organisational power structures but require changes
to systems of reward, communication and decision
making. Specifically the role played by middle
managers is examined. They may see quality
circles as a threat to their managerial prerogative
and are in a position to impair the circles by denying
them the resources (such as time, information,
people and finance) they need to operate. Without
the co‐operation of middle managers, the circles
cannot select appropriate projects, collect data or
implement solutions, and may find it impossible
to continue.</jats:p>