The Implementation Component of Participative Management

Productivity has become the most vital concern of management in the recession prone 1980\u27s, and falling levels of productivity in the North American work place have contrasted sharply with Japan\u27s success in increasing both the quality and quantity of its manufactured output. Managers in the Western industrial economies have been forced to look at the Japanese and analyze their secrets. The Quality Circle concept offers the cheapest possible and most effective method for improving productivity, profits and morale in the work place. A factor to having a productive Quality Circle system is the implementation process. In recent years the pressure has accelerated in the corporate world to become more productive. I feel the main reason for this is profitability of the bottom line. Each year a company is expected to become more competitive and produce a larger profit. To gain this high rate of success new management styles must be implemented into the company\u27s present structure. Presently one of the most efficient tools to achieve this goal is Participative Management. The Participative Management concept offers the cheapest possible and most effective method for improving productivity, profits and morale in a company. The Participative Management movement began in Japan and swept into the United States in the early 1970\u27s. A main motivator of the concept was its flexibility and adaptability. The Quality Circle has proved itself in many different work environments, including factories, offices, banks and hospitals. Quality Circles have sparked the cooperation of many workers and has allowed them to have a feeling of personal involvement in their jobs