Examines the origins and development of quality circles over 30 years in the production division of Qatar Steel Company.
Draws on data from a self‐administered questionnaire that was distributed to 400 quality‐circle members in the five departments of the company's production division.
Reveals that top‐management support is the biggest single factor in helping to ensure the success of quality circles. Education and training in quality‐circle techniques are also important.
Creates awareness among management and employees of the strategic importance of quality circles to organizational success.
Reveals that quality circles can also boost employees' sense of self‐worth.
Describes the successful adoption and implementation of quality circles in a manufacturing firm in a developing country of the Middle East.
