167

THE IMPLEMENTATION OF QUALITY CIRCLES

General aspects of Quality Circles(QC):

The Quality defined as “the standard of something when it is compared to

other things like it”. This would mean that a process of comparison occurs in the

mind of a customer before the quality is judged and decision made. Customers

usually compare products or services with their past experience or the

experience of their friends or family members before a judgment is made. This is

normally how a common man looks at quality issue. In short it is also stated as

“How good or bad something is”.

Having mastered simple Quality Control techniques, some Quality Circles

now started applying more sophisticated methods of industrial engineering such

as motion study, time study, process analysis, regression analysis, design of

experiments etc. While these techniques, if properly applied, were definitely

effective, it was emphasized that simple techniques should first be learnt and

applied thoroughly. QC Circles were characterized by their ability to learn and

apply simple its techniques. Paying very little attention to learning QC

techniques and relying only on spiritual devotion with no backing of analytical

tools was discouraged. These and many other instances of the kind are an

indication that there is a need for clarification of these conceptions about HRD

and OD and their inter-relationship with the Quality Circles concept.

It has now been realized by managements all over the world that among

all resources that are there for producing goods and services, i.e., men,

168

machines, methods, and materials, the most important one is the Human

Resource. No matter how sophisticated the technology or the machines that one

has, until and unless the human element in the organization is given adequate

consideration, there would be a limit to what could be achieved by way of results.

Organizations have to create a climate in which every employee discovers,

develops and uses his or her capabilities to the fullest extent towards fulfilling his

or her individual as well as the organizational goals.

From what has been discussed on the previous pages with regard to the

tangible and intangible impact of Quality Circles, it is seen that the goals aimed

through HRD are the same as are achievable through the effective operation of

Quality Circles. As such, it is to be understood clearly that the concept of Quality

circles is an important intervention in HRD and has to be accepted and practiced

as an important mechanisms of HRD in every organization. HRD and quality

Circles are not mutually interchangeable.

It is necessary to emphasize the assumption that employees have the

basic desire to develop themselves and are interested in contributing to

organizational goals as well. The team-approach that is inherent in the Quality

Circles concept not only gives employees a sense of achievement but also a

sense of belongingness which would result in better organizational development.

Quality Circles also bring about a change in organizations. If it is accepted as a

basic human resources philosophy, resulting in a meaningful Organizational

Development process.

169

The perceptions of the sample respondents on the awareness of quality

policies and practices are elicited and shown in Table 5.1. It is clear from the

table that out of the total sample (550) a majority of the respondents (89.6

percent) are aware of the quality policies / practices in their organization and

reasons perhaps 10.4 percent of employees are unaware regarding their quality

policies in their organization. Among those who have some sort of knowledge

about Quality circles the level of their understanding was depicted in Table 5.2.

It is also evident that majority of the employees (44.7) said very good,

followed by good (39.6 percent) in respect of level of understanding on QC,

Hence, the above table indicates that it is a good sign about ninety percent of

employees are aware of quality polices, and most of the employees felt good

about the role of Quality Circles practices in their organization.

Table – 5.1

Respondent opinions on the awareness

of Quality Circle practices

Quality

policies/practices

Number of

respondents Percent

Yes 493 89.6

No 57 10.4

Total 550 100.0

170

Table – 5.2

Opinions on the level of understanding

on Quality Circles practices

Organization Number of

respondents

Percent

Very Good 246 44.7

Good 218 39.6

Average 29 5.3

Poor - -

Total 493 89.6

Chart No. 5.1

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171

The opinions on the Quality Circles aspects are given in Table 5.3. It is

evident from the total sample of employees, a majority 95 percent of employees

responded very good and good regarding their participation and involvement for

bringing continuous improvement. On the other hand nearly 90 percent of

employees felt good and very good regarding recognition of efforts on Quality

improvement schemes. It is also evident from the table that out of the total

sample employees, 58.7 percent of employees said good, 37.1 percent very

good It can be concluded that most of the employees said good about

encouragement by organization for motivating the employees to participate in

Quality Circles.

Regarding efforts taken to develop employees’ capabilities and to solve

the work related problems, more than fifty percent (51.4) of employees felt good,

35.3 percent very good and 13.3 percent of employees felt satisfactory.

Therefore, this analysis reveals that more than eighty percent of employees felt

good and there is no single respondent given negative opinion. It is inferred that

the RINL is implementing the specific policies not only to enhance the production

capacity and but also individual benefits of employees in terms of monetary and

physical terms. An insignificant number of respondents (5.1 percent) given

average opinion, while none has given negative opinion.

172

Table – 5.3

Opinions on the Quality Circles aspects

Factor Very

Good

Good Average Poor

Active participation and involvement of employees in bringing continuous improvement

249 (45.3)

273 (49.6)

28 (5.1)

-

Recognition of your efforts on Quality improvement schemes

200 (36.4)

294 (53.4)

56 (10.2)

-

Encouragement by your organization for motivate the employees to participate in QC

204 (37.1)

323 (58.7)

23 ( 4.2)

-

Taking efforts to develop employees’ capabilities and to solve the work related problems

194 (35.3)

283 (51.4)

73 (13.3)

-

* Parenthesis indicates percentages

The Table 5.4 indicates that the opinions on recognition of their efforts

beyond normal expectations. It is understood that a half of the respondents

(51.4 percent) agreed to some extent while rest of them (45.5 percent) highly

agreed with the statement, and to reasons not known a small percent (3.1

percent) not agreed with regarding to recognition of their efforts in their

organization. It can be concluded that more than ninety five percent of

employees expressed positively about their efforts are recognized by their

superiors even when they contribute beyond normal expectations.

It is observed from the table that out of the total sample employees, a

highest percent of employees (55.6 percent) agree to some extent, 41.3 percent

highly agreed for the mutual trust and confidence in each other. Out of the total

sample 48.9 percent of employees responded highly agree, 47.5 percent agree

173

to some extent regarding morale of work group. It is understood that everything

considered a positive and everyone felt their plant is a good place to work’ It can

be concluded that most of the employees agreed that the morale of work group is

good. It is also clear from the table that out of the total sample respondents, a

majority group (55.7 percent) of employees highly agrees, 38.7 percent agree to

some extent and 5.6 percent not agree regarding participating voluntarily in

Quality Circles.

Table – 5.4

Opinions on the Justification of QC activities

Factor Highly agree

Agree to some extent

Not agree

Efforts are recognized by superior when employee contribute beyond normal expectations.

250 (45.5)

283 (51.4)

17 (3.1)

Members of work group have trust and confidence in each other.

227 (41.3)

306 (55.6)

17 (3.1)

The morale of work group is good. 26.9 ( 48.9)

261 (47.5)

20 (3.6)

We have volunteered to participate in QCs’ activities

306 (55.7)

213 (38.7)

31 (5.6)

The development of work environment depends mainly on human

resource and organization. The human resource means the man power which is

constituted by employees and the organization is the management of the human

resource. In this context the above Table 5.5 explains about the most important

factors given as first priority by the employees in developing the working

environment in the selected organization. It is revealed from the table that as

many as 141 employees felt that healthy relation between members and non-

members will develop the working environment, and from the remaining 136

174

employees opined collaboration and co-operation among all departments, 133

members said that the team spirit among members build cordial relations and

that will lead to development of working environment in the organization.

Table – 5.5

Multiple Opinions on developing working environment

Working environment in

organization

1 2 3 4 Total

Members in response to their present/future role

133 147 200 70 550

Healthy relations between members and non-members

141 189 152 68 550

The team spirit among members to build cordial relations

133 172 161 84 550

Collaboration and co-operation among all departments

136 81 30 303 550

Training for Quality Circle Members

Any training program will yield good results only when it is well understood

by the trainees. Training has always been a necessary part of an organization’s

efforts to equip the people with requisite skills and improve the same through

training, which is an ongoing process. Training provide an opportunity for an

effective adaptation to the changes induced by an organization’s environment

and the corporate plans, which directly affect the organization's ability to

accomplish its corporate goals and to survive as a unified system.. Positive

perception of training is a sine quo non-of their understanding of the utility and

inclination to take training. Employees are keen to update themselves in the

context of technological changes and managerial practices. Enthusiasm coupled

175

with anxiety is often found in them. It is, therefore, observed that respondents of

a very large proportion shown preference to undergo training.

The Table 5.6 represents the opinions of adequacy in training given to QC

Members to enhance their efforts. It is interesting to note from the table that

among the respondents about 48.4 percent of employees answered strongly

agree, 40.5 percent agree and very few respondents with neutral opinion.

Hence, it can be concluded that nearly ninety percent of employees agree that

organizing training programmes is essential to be successful and effective in

working as Quality Circle member.

Table – 5.6

Opinion on the need for training to be given to Quality Circles members

Organization Frequency Percent

Strongly agree 266 48.4

Agree 223 40.5

Neutral 61 11.1

Disagree - -

Total 550 100.0

176

Chart No. 5.2

The study not only attempted to probe into the deficiencies of the existing

procedure of selecting employees for training but also elicited from the

respondents the most desirable criteria for selection of QC members for training.

It is felt that their views in this regard will help to strengthen the selection

procedure. The opinions of the respondents regarding the criteria of selection as

perceived by them are exhibited.

The Table 5.7 gives the opinions on the criteria for selecting QC members

for training in their organization. It is clear from the table that more than fifty

percent (51.1%) of the employees opined qualification of the employee is

important to some extent, 44.4 percent said it is very important and below five

percent of the employees said qualification if not an important factor in selecting

the members for training.

177

Regarding experience of the employees a dominated group of employees

(64.4%) felt very important, while 32.0 percent said important to some extent in

selecting the members for training. While a negligible percentage 3.6 responded

negatively. All of the respondents 100 percent opined job knowledge / skill of

the job is very important factor or important to some extent in selecting members

for training.

Similarly more than fifty percent of the respondents said Job performance

level is very important, 37.1 percent felt important to some extent in selecting

members for training in the organization. Out of the total respondents (550) three

fourth of the employees said attitude to learn is very important factor in selecting

members for training, and the remaining 25 percent felt it is not an important

factor.

Hence it is concluded that most of employees opined the most important

factors in selecting members for training are Job Knowledge/ skill of the Job and

Attitude to learn, followed by qualification, experience and performance levels as

the important factors in selecting members for training in the organization.

178

Table – 5.7

Opinion on the criteria for selecting QC members for training

Factor

Very

important

Important

to some

extent

Not

important

Total

Qualifications 244 (44.4)

281 (51.1)

25 (4.5)

550 (100.0)

Experience 354 (64.4)

176 (32.0)

20 (3.6)

550 (100.0)

Job Knowledge/ skill of the Job

462 (84.0)

88 (16.0) -

550 (100.0)

Job performance levels 301 (54.7)

204 (37.1)

45 (8.2)

550 (100.0)

Attitude to learn 413 (75.1)

137 (24.9) -

550 (100.0)

The attendance of the sample employees from RINL in training

programme organized by the organization is presented in the Table 5.8 It is

evident from the table that seventy five percent of the employees expressed that

they have attended one or the other training programme, but rest of them have

not attended any training programme may be their tight regular work schedules

and some personal reasons. Therefore, it is revealed that majority attended

training programme given to them and one fourth of the employees have not

attended a training programmes due to work schedules or some personal

problems.

179

Table – 5.8

Opinions of respondents on the attendance of training

No. of

Respondents Percent

Yes 410 74.5

No 140 25.5

Total 550 100.0

The success of training programmes not only depends on the content of

the programmes and delivery but also influenced by the motivation and attitude

of the participants. Multiple factors motivate the trainees but intensity and

influence of these factors vary from individual to individual and his/her career

goals, perception and attitude. As such, different factors are listed to find out

their relative impact on motivating the trainees. There are many factors

influencing the employees to attend training programme organized in RINL. The

opinions regarding the basic influencing factors for attending training

programmes are given in Table 5.9. It is revealed form the table that the

response of the employees about the influenced factors shows as many as 247

employees expressed that they have attend training programme to improve

technical skills and update job knowledge and 73 members attended training

programme to improve their leadership qualities. A significant number of

respondents said that they have attended training programme to get relief

sometimes from stress and strain and also avoid monotony work. To improve

general knowledge, communication and group dynamics, a few numbers of

employees have given first priority but not a significant number.

180

Table – 5.9

Opinions on the factors motivated to attend various training programmes

Motivational

factors

1 2 3 4 5 6 7

To improve Tech. skills & update Job knowledge

247 (60.24)

43 (10.48)

41 (10)

48 (11.70)

27 (6.58)

- 4 (0.97)

To improve General knowledge

13 (9.28)

116 (28.29)

57 (13.90)

114 (27.80)

74 (18.04)

3 (0.73)

33 (8.04)

Group dynamics 11

(2.68) 45

(10.97)145

(35.36 142

(34.63)35

(8.53) 13

(9.28) 19

(4.63)

Leadership 73

(17.80)67

(16.34)105

(25.60)28

(6.82) 102

(24.87)25

(6.09) 10

(2.43)

Communication 13

(9.28) 64

(15.60)37

(9.02) 51

(12.43)67

(16.34)113

(27.56)65

(15.85)

To get relief sometime and avoid monotony work

24 (5.85)

25 (6.09)

25 (6.09)

- 92 (22.43)

107 (26.09)

137 (33.41)

To get relief sometime from stress & Strain

29 (7.07)

50 (12.19)

- 27

(6.58) 13

(3.17) 159

(38.79 132

(32.20)

The respondents have encountered some problems in attending training

programmes and the data is shown in Table-5.10. It is observed from the table

that out of the total respondents 65.3 percent said that they are facing problems

in attending training programmes in their organization due to heavy work load in

the department, whereas, 52.9 percent of the employees opined that

inconvenient timings as the problem for attending the training programmes, but

50.7 percent of the respondents opined frequent misunderstanding between

boss and colleagues are making trouble in attending the training programmes.

181

Table – 5.10

Opinions on problems faced in attending training programs

Problems Yes No Total

Heavy work load in the Department

359 (65.3)

191 (34.7)

550 (100.0)

Inconvenient timings of training schedule

291 (52.9)

259 (47.1)

550 (100.0)

Frequent disturbance by boss and colleagues

279 (50.7)

271 (49.3)

550 (100.0)

The opinion of the sample respondents regarding the effectiveness of

Training function is presented in Table 5.11. It is clear from the table that out of

the total sample, 35.4 percent strongly agree and 52.2 percent agreed that the

number of training centres and training programmes are sufficient in the

organization, whereas, 12 percent either strongly disagree or disagree with the

statement. Hence, it can be concluded that more than eighty percent of

employees felt happy with existing number of training centres and adequate

training given to them in their organization.

182

Table – 5.11

Respondents Opinions on the Effectiveness of

Training Function

Factor Strongly

Agree

Agree Disagree Strongly

Disagree

Training Centers, Training programs are sufficient in number

195 (35.4)

287 (52.2)

63 (11.5)

5 (0.9)

Excellent Infrastructure and teaching aids are provided during the training

171 (31.1)

288 (52.4)

88 (16.0)

3 (0.5)

Adequate number of internal and external resource persons are provided

108 (19.6)

369 (67.1)

50 (9.1)

23 (4.2)

Evaluation and Feedback sessions are arranged after training programmes are conducted as per the plan.

200 (36.4)

297 (54.0)

41 (7.4)

12 (2.2)

The Table 5.11 explains the opinions of the sample employees regarding

the supply of excellent infrastructure and teaching aids during the training.

Among the total respondents 31.1 percent strongly agree and the remaining

agrees (52.4). A small percent 16.0 are disagree and negligible 0.5 percent

strongly disagree with the statement. Hence, these analysis shows that more

than eighty percent of employees felt the selected company under study stood up

to the mark in providing excellent infrastructure and provision of teaching aids

during the training. It also shows that as many as 67.1 percent of the employees

agreed and 19.6 percent of the employees strongly agreed that their organization

provided adequate number of internal and external resource persons. An

insignificant number of strongly disagree (4.2 percent) and disagree (9.1 percent)

183

with the statement. It can be concluded that more than eighty percent of

employees agreed and have positive opinion on the number and quality of

resource persons. Regarding the ‘Evaluation and Feedback sessions’ arranged

after training programmes, it is observed 36.4 percent of employee strongly

agree, and considerable percentage agree (54.0), while negligible 2.2 percent

strongly disagree and 7.4 percent disagree. Hence, the above table infers that

more than ninety percent of employees agreed that evaluation and feedback

sessions are arranged after training programmes are conducted as per the plan.

Quality Culture

There are various proactive steps to move forward based on quality

values. To do that, it can begin to work with others in any organization to develop

their articulation of values along with policies and procedures that are consistent

with them. These can be covered in the implementation of teams, the

development of open door policies for communication among the employees and

regular company meetings to inform everyone of what is going on. Quality culture

is one of the most important factors for improving performance. It is known fact

that without proper quality culture organizations cannot be successful in

enhancing their performance. As quality culture is related to many factors such

as technology, organizational culture, service design, process management,

business strategy, and decision making of organization, it is believed that quality

culture can be effective in performance improvement and it is playing vital role

for successful Quality Culture implementation.

184

The Table 5.12 indicates that the opinion of the sample employees

regarding the extent of Quality culture in RINL. It is observed from the table that

out of the total sample employees, 42.2 percent highly agree, 51.1 percent agree

to some extent and 6.7 percent not agree with the statement. Hence, the above

table shows that more than ninety percent of employees opined positively with

existing Quality Circle and are positive to experiment with and tryout new

methods/ creative ideas any time.

‘Out of the total sample employees, 17.6 percent highly agree, 69.1

percent agree to some extent and 13.3 percent not agree with the statement

‘Weaknesses of members are communicated in a non-threaten way’. It can be

concluded that a majority (more than eighty percent) of employees answered that

with weaknesses of members are communicated in non-threaten way.

Similarly ‘When behaviour feedback is given to members they take it

seriously and use it for individual development’. Among the total sample

employees, 24.2 percent highly agree, 62.0 percent agree to some extent and

13.8 percent not agree. Therefore, it is concluded from the above table more

than eighty percent of employees agree with the statement that when feedback is

given to members they take if seriously and use it for individual development.

Out of the total sample employees, 36.7 percent of employees said highly

agree, 44.4 percent agree to some extent and 18.9 percent not agree with regard

to ‘Members took pains to find out their strengths and weakness by leaders’.

185

Hence, the above table shows that more than eighty percent agree while leaders

are unable to assess the strengths and weaknesses of members.

Table – 5.12

Respondents Opinions on the Extent of Quality Culture

Factor Highly agree

Agree to some extent

Not agree

QC Members are encourages to experiment with and tryout new methods/

creative ideas

232 (42.2)

281 (51.1)

37 (6.7)

Weaknesses of members are communicated in a non-threaten way

97 (17.6)

380 (69.1)

43 (13.3)

When behavior feedback is given to members they take it seriously and use it

for individual development.

133 (24.2)

341 (62.0)

76 (13.8)

Members took pains to find out their strengths and weaknesses.

202 (36.7)

244 (44.4)

104 (18.9)

Members are sponsored for training programs on the basis of genuine needs.

133 (24.2)

320 (58.2)

97 (17.6)

The table also indicates that the opinion of the sample employees

regarding the statement ‘Members are sponsored for training programs after

assessing training needs. It is clear from the total sample, 24.2 percent highly

agree, 58.2 percent agree to some extent and 17.6 percent not agree. Hence,

the above table infers that most of the employees agree that members are

sponsored for training programs on the basis of genuine needs.

The opinions on the extent of importance on QC mechanism are depicted

in Table 5.13. Regarding the statement ‘Freedom of expression (Openness)’,

Out of the total sample employees, more than eighty percent of employees

186

answered very important, from the remaining important to some extent (16.7) and

2.6 percent not important. Therefore, the above analysis indicates that more than

ninety percent of employees felt that the members of Quality Circles should have

freedom of expression.

Regarding ‘Face to face discussion of the problem/issue without fear or

criticism’, it is clear that more than sixty percent (63.6) of employees said very

important, 34.2 percent important to some extent and 2.2 percent not important.

Hence, the above analysis shows that more than ninety percent of employees

opinion is that face to face discussion of the problem/issue without fear or

criticism is important ingredient for smooth working of Quality Circles.

Similarly the opinion of the sample employees regarding ‘Faith and Trust

in the capacity of employees’. a highest group (58.7) percent of employees said

very important and 41.3 percent important to some extent. Therefore, the above

table infers that cent percent of employees said that faith and trust in the capacity

of employees is important to Quality Circles.

About ‘certain degree of freedom of action and speak’, 44.4 percent of

employees said very important, 54.9 percent important to some extent and 0.7

percent not important. Hence, the above table reveals that more than ninety

percent of employees strongly feel that certain degree of freedom of action and

speak is important for the members of Quality Circles.

187

Table 5.13

Opinions on the extent of Importance

On Quality Circles Mechanism

. Factors

Very

important

Important to

some extent

Not

important

Freedom of expression (Openness)

444 (80.7)

92 (16.7)

14 (2.6)

Face to face discussion of the problem without fear or criticism( Confrontation)

350 (63.6)

188 (34.2)

12 (2.2)

Faith and Trust in the capacity of employees

323 (58.7)

227 (41.3) --

Certain degree of freedom of action & speak ( Autonomy)

244 (44.4)

302 (54.9)

4 (0.7)

Willingness to initiate work, to take risk at any stage

199 (36.2)

262 (47.6)

89 (16.2)

Team Spirit and Cohesiveness of employees

378 (68.7)

159 (28.9)

13 (2.4)

The Table (5.13) also infers the opinion of the sample employees

regarding the statement ‘Willingness to initiate work, to take risk at any stage’.

Out of the total sample of employees, 36.2 percent of employees said very

important, 47.6 percent important to some extent. Hence, the above analysis

shows that more than eighty percent of employees are of the opinion that

willingness to initiate work, to take risk any stages important to the members of

Quality Circles. While coming to the ‘Team Spirit and Cohesiveness of

employees’. Among the total sample of employees, more than sixty percent

(68.7) of employees replied very important, 28.9 percent important to some

extent. Hence, the above analysis infers that more than ninety percent of

188

employees are for team spirit and cohesiveness an important factor for Quality

Circle group.

The Table 5.14 shows the overall opinions of the sample respondents on

the quality aspects in organization. It is very clear that out of the total 48.9

percent of employees said very good, while the 45.6 percent viewed good with

the Quality aspects in the organization. Hence, the below table indicates that

more than ninety percent of employees said that the quality aspects are good

and useful to their working environment.

Table – 5.14

Respondents Opinions on the

Quality aspects

Quality aspects Number of

respondents

Percent

Very Good 269 48.9

Good 251 45.6

Satisfactory 30 5.5

Poor - -

Total 550 100.0

The Table 5.15 gives the individual opinions of quality circle members in

the organization towards their involvement in quality circle activities. Out of the

total sample employees, 28.7 percent strongly agree and 64.2 percent agree that

they are attending QC meetings regularly, but the remaining respondents

answered not attending the meetings. A predominant number of respondents

189

agreed that they are involved in the quality circle programmes and developed

themselves.

It has also observed that cent percent of the employees (54.2 percent

strongly agree and 45.8 percent agree) responded positively to their contribution

for the success of the group by individual experience and knowledge. Among the

total sample employees, 43.5 percent of employees strongly agree and 53.5

percent agreed that they learn Quality Circles problem solving tools / techniques

in the organization. And almost all the employees agreed that they respect other

members and co-operate with them.

Therefore, the above analysis indicates that most of the employees from

the sample positively responded towards their regular attendance in the form of

Quality Circles meetings, contribution and their individual experience.

Table – 5.15

Respondents individual opinion as a Quality Circle member

Factor Strongly

Agree

Agree Disagree Strongly

Disagree

Attend QC meetings regularly 158 (28.7)

353 (64.2)

31 (5.6)

8 (1.5)

Involve and develop the self. 204 (37.1)

338 (61.4)

8 (1.5)

-

Your contribution for the success of the group by individual experience and knowledge

298 (54.2)

252 (45.8)

- -

Learn QC problem solving tools/techniques

239 (43.5)

294 (53.5)

17 (3.1)

-

Respect other members and co-operate with them.

322 (58.5)

220 (40.0)

8 (1.5)

-

190

The opinion of the sample employees regarding interaction and

involvement of Quality Circles leaders in the organization are also elicited in

Table 5.16 . Out of the total sample employees, 66.5 percent highly agree and

33.5 percent agree to some extent that the Quality Circles leaders lead the

members towards goals. Whereas, 47.6 percent highly agreed and 49.3 percent

agreed to some extent that leaders of Quality Circles taught the members about

how to learn Quality Circles techniques and clarify doubts.

More than fifty percent of the respondents’ highly agreed (54.4%) and

42.0% agreed to some extent towards preparation of reports and converting

them into presentations by the Quality Circles leaders. About the leaders

conducting Quality Circles meetings regularly, 42.7 percent of employees highly

agreed and 47.5 percent agreed to some extent . More than fifty percent (53.3)

of employees highly agreed and 40.3 percent agreed to some extent that the

leaders maintain record of quality circle activities in the organization.

Therefore, from the analysis it is inferred that majority group of

employees agreed that the Quality Circles leaders lead the team members

towards goals, create knowledge about Quality Circles techniques and clarify

doubts of members, prepare reports and covert into presentations, attend Quality

Circles meetings regularly and maintain records of quality circle activities in their

organization.

191

Table – 5.16

Opinions on QC Leaders interaction and involvement

Interaction of the leaders Highly agree

Agree to some extent

Not agree

Total

Lead the members towards goals 366 (66.5)

184 (33.5)

- 550 (100.0)

Taught how to Learn QC techniques and clarify doubts of members

262 (47.6)

271 (49.3)

17 (3.1)

550 (100.0)

Prepare reports and convert into presentations.

299 (54.4)

231 (42.0)

20 (3.6)

550 (100.0)

Conduct QC meetings regularly 235 (42.7)

261 (47.5)

54 (9.8)

550 (100.0)

Maintain records of quality circle activities

293 (53.3)

222 (40.3)

35 (6.4)

550 (100.0)