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Abstract
The literature on problem-solving groups has generally been limited by the use of ad hoc groups in laboratory studies. For example, such studies have been unable to examine the organizational context of problem-solving groups, or changes in such groups over time. At the same time, a relatively new form of organizational problem-solving group, known as the quality circle, has not as yet received much attention from organizational researchers. In spite of a paucity of research on quality circles, they are rapidly being adopted by business organizations. Current estimates of their number nationally run in the tens of thousands.
With this disparity between research and practice in mind, we undertook an investigation of quality circles in a diversified manufacturing corporation. We looked at three specific questions: (1) What factors determine whether or not individuals join quality circles? (2) What types of problems will quality circles decide to address? (3) What are the major sources of satisfaction and dissatisfaction for members of quality circles?
Our methods for the study included structured and unstructured interviews, structured questionnaires, and observation. The view which emerges from the research is that of quality circle members as concerned with solving problems and improving conditions in the workplace. Circles are discussed within the context of various general theories of organizations, as well as several specific theories of participative management.
