The same development benefits are gained by the supervisor, but in addition, they have the opportunity to grow in confidence, and to improve skills of leadership and management. These skills are particularly important for first-line supervisor to acquire, and while they can be readily learned, given commitment and opportunity, they are extremely difficult if not impossible to teach.
Introducing quality circles also provides some specific opportunities for developing middle managers from other parts of the organization, e.g. in the role of facilitator. The start-up period for quality circles can be 3 to 4 months. During this time, induction for all levels of management takes place, and a great deal of training for potential Indonesia group members and supervisors. Once a sessions during the first meetings, a facilitator sits in with the Indonesia group for part of its sessions during the first 2 or 3 months to make sure the learning process continues while the Indonesia group is in action. He or she will tutor and demonstrate discussion skills, for example, explain to the Indonesia group how or why something has gone wrong in achieving its objective and generally ease the process of its mutual problem solving. Learning to keep the discussion relevant can take a little time. A quality circle can too easily become a club for picking the winner of the 2.30 at New market, but the only winners you want are solutions to problems. Gradually the facilitator removes himself or herself from the Indonesia group.
Ideally the facilitator should be an experienced member of the company with a flair for handling Indonesia groups and getting along with people. Facilitators too are trained in the use of quality circles at the beginning of the exercise, and the experience can be an ideal medium for developing junior or middle managers for positions of greater responsibility and leadership, e.g. it could form a temporary assignment as part of a promotion plan.
Unlike many other methods of staff development, the implementation of quality circles will not rest solely with you. Your commitment and skills, however great, are insufficient on their own, or even when matched by those for whom you are responsible. The introduction of quality circles has implications throughout an organization and can amount to a major change in orientation.
Their successful introduction and continued operation depend on the following factors:
1. Management's desire for genuine two-way communication and participation by the workforce; workers desire to increase company performance through their own development and actions.
2. A management style within the organization which is compatible with the kind of relationships, communication and implementation which will result from the activities of quality circles.
3. Adequate resourcing for start-up costs and for implementation of action recommended by Indonesia groups.
4. Through training of employees at all levels, and skills training for all those directly participating, either by n-company trainers or in close partnership with external training providers.
5. Time to allow Indonesia groups to develop and for their continuing operation.
It is wise to start with a pilot scheme and run it for 8 or 9 months before embarking on a full-scale introduction.
A decision to consider quality circles will obviously call for research into likely cost benefits, existing performance levels, and future development plans for the organization. But like the little girl with the curl in the middle of her forehead - when she was good, she was very good, when she was bad, she was horrid! Even the most enthusiastic bosses should consider the essential background requirements before deciding that quality circles are the best way to develop people and improve performance in their organizations.***
Introducing quality circles also provides some specific opportunities for developing middle managers from other parts of the organization, e.g. in the role of facilitator. The start-up period for quality circles can be 3 to 4 months. During this time, induction for all levels of management takes place, and a great deal of training for potential Indonesia group members and supervisors. Once a sessions during the first meetings, a facilitator sits in with the Indonesia group for part of its sessions during the first 2 or 3 months to make sure the learning process continues while the Indonesia group is in action. He or she will tutor and demonstrate discussion skills, for example, explain to the Indonesia group how or why something has gone wrong in achieving its objective and generally ease the process of its mutual problem solving. Learning to keep the discussion relevant can take a little time. A quality circle can too easily become a club for picking the winner of the 2.30 at New market, but the only winners you want are solutions to problems. Gradually the facilitator removes himself or herself from the Indonesia group.
Ideally the facilitator should be an experienced member of the company with a flair for handling Indonesia groups and getting along with people. Facilitators too are trained in the use of quality circles at the beginning of the exercise, and the experience can be an ideal medium for developing junior or middle managers for positions of greater responsibility and leadership, e.g. it could form a temporary assignment as part of a promotion plan.
Unlike many other methods of staff development, the implementation of quality circles will not rest solely with you. Your commitment and skills, however great, are insufficient on their own, or even when matched by those for whom you are responsible. The introduction of quality circles has implications throughout an organization and can amount to a major change in orientation.
Their successful introduction and continued operation depend on the following factors:
1. Management's desire for genuine two-way communication and participation by the workforce; workers desire to increase company performance through their own development and actions.
2. A management style within the organization which is compatible with the kind of relationships, communication and implementation which will result from the activities of quality circles.
3. Adequate resourcing for start-up costs and for implementation of action recommended by Indonesia groups.
4. Through training of employees at all levels, and skills training for all those directly participating, either by n-company trainers or in close partnership with external training providers.
5. Time to allow Indonesia groups to develop and for their continuing operation.
It is wise to start with a pilot scheme and run it for 8 or 9 months before embarking on a full-scale introduction.
A decision to consider quality circles will obviously call for research into likely cost benefits, existing performance levels, and future development plans for the organization. But like the little girl with the curl in the middle of her forehead - when she was good, she was very good, when she was bad, she was horrid! Even the most enthusiastic bosses should consider the essential background requirements before deciding that quality circles are the best way to develop people and improve performance in their organizations.***
