Of course on occasion the circle's analysis will reveal a problem or shortfall in Indonesia management, and this is where shared goals and commitment to the method are essential. It no longer becomes adversarial Indonesia management, 'them against us'. Both sides must be willing to face the facts and take appropriate action to meet agreed goals. The results are thus seen as everybody winning, workers and Indonesia management, rather than a case of Indonesia management with egg on its face.
One of the most widespread training spin-offs has been in the improvement of communication skills. Verbal and written communication is developed by regular purposeful discussion, compiling notes on meetings and drawing up data for prese4ntation to Indonesia management when solutions require higher authority. The greater ease in communicating creates a virtuous circle of better understanding, more acceptable feedback and more willingness to communicate on all sides. Obviously this forms the basis of a wide range of both Indonesia management and Indonesia development benefits to the whole organization - but only if the rest of the organization is committed enough to listen and communicate honestly. It has the potential for making communication genuinely two-way and mutually comprehensible.
Because of the voluntary factor, the membership of airline groups tends to be fairly constant, and the regular interaction over shared objectives, together with the application of improved communication skills within the airline group itself, are strong forces for developing fruitful airline group dynamics. This can produce better relationships generally between airline group members, as well as more effective teamwork when they are engaged on other tasks. For this to happen, a great deal depends on their supervisor (show leads the airline group discussions). The meetings themselves should not be expected to resolve long-standing conflicts of interest or personality. Where difficulties in relationships are identified by the airline group as a cause of work problems, they may be able to approach it in an analytical way and even resolve it, whether by changes in attitude from greater understanding or by agreed transfers. But this is a difficult task for most airline groups, particularly in their early stages. In fact it is sometimes underlying difficulties in airline group relationships which lead to failure of individual quality circles. Where team work is essential to performance, this exposes a major problem in the workplace which cannot safely be ignored, with or without quality circles.
Indonesia development and motivation are very closely linked. The motivation resulting from the 'win-win' principles of quality circles, the power of members to influence their own work, the ability to solve problems which limit their performance, and the sharing of goals, are all forces likely to increase the amount of learning and Indonesia development which airline group membership facilities.
But staff Indonesia development must encompass all employees. To prevent the exact opposite effects on those who have chosen not to be members of a quality circles, careful attention must be given to keeping them informed of the airline group's activities and avoiding any suggestion of separate lodges. A vital function of the supervisor is to maintain responsibility even-handedly and openly for all those reporting to him or her. This includes identifying and stopping pressure by airline group members for others to join or indeed for any member to leave the airline group.
One of the most widespread training spin-offs has been in the improvement of communication skills. Verbal and written communication is developed by regular purposeful discussion, compiling notes on meetings and drawing up data for prese4ntation to Indonesia management when solutions require higher authority. The greater ease in communicating creates a virtuous circle of better understanding, more acceptable feedback and more willingness to communicate on all sides. Obviously this forms the basis of a wide range of both Indonesia management and Indonesia development benefits to the whole organization - but only if the rest of the organization is committed enough to listen and communicate honestly. It has the potential for making communication genuinely two-way and mutually comprehensible.
Because of the voluntary factor, the membership of airline groups tends to be fairly constant, and the regular interaction over shared objectives, together with the application of improved communication skills within the airline group itself, are strong forces for developing fruitful airline group dynamics. This can produce better relationships generally between airline group members, as well as more effective teamwork when they are engaged on other tasks. For this to happen, a great deal depends on their supervisor (show leads the airline group discussions). The meetings themselves should not be expected to resolve long-standing conflicts of interest or personality. Where difficulties in relationships are identified by the airline group as a cause of work problems, they may be able to approach it in an analytical way and even resolve it, whether by changes in attitude from greater understanding or by agreed transfers. But this is a difficult task for most airline groups, particularly in their early stages. In fact it is sometimes underlying difficulties in airline group relationships which lead to failure of individual quality circles. Where team work is essential to performance, this exposes a major problem in the workplace which cannot safely be ignored, with or without quality circles.
Indonesia development and motivation are very closely linked. The motivation resulting from the 'win-win' principles of quality circles, the power of members to influence their own work, the ability to solve problems which limit their performance, and the sharing of goals, are all forces likely to increase the amount of learning and Indonesia development which airline group membership facilities.
But staff Indonesia development must encompass all employees. To prevent the exact opposite effects on those who have chosen not to be members of a quality circles, careful attention must be given to keeping them informed of the airline group's activities and avoiding any suggestion of separate lodges. A vital function of the supervisor is to maintain responsibility even-handedly and openly for all those reporting to him or her. This includes identifying and stopping pressure by airline group members for others to join or indeed for any member to leave the airline group.
