Quality circle failures in UK manufacturing companies—A study. Part II

This paper presents five case studies of quality circle failures which provide a detailed picture of some of the reasons behind quality circle failures as identified in Part 1 of this study. The results also indicate that it will be easier to implement quality circles if a business is in a stable phase and the probability of success and survival will be higher. However, there is no absolutely right time to introduce quality circles and a company facing severe economic difficulties may be able to achieve a successful programme, but in such cases survival will ultimately depend on maintaining trade union support. It is pointed out that quality circle programmes are able to withstand a high failure rate of individual circles yet still be very successful.     

Procurement process: Decision by exclusion and pairwise comparisons

Two case studies illustrate multicriteria decision making techniques frequently used in procurement practice: least-cost sufficient performance and weighted utility optimization. Both techniques have defects and are rarely robust. Decision by exclusion and pairwise comparisons is proposed as a third approach which eliminates inferior alternatives by generalized forms of minimum performance requirements established under multicriteria framework. It is more robust and maintains high level of accountability.     

Risk of physical assault against school educators with histories of occupational and other violence: a case-control study

A case-control study design was used to investigate risks of work-related physical assault (PA) associated with a history of violent victimization among educators. A total of 6,469 state-licensed educators (Kindergarten - Grade 12) worked in the previous 12~months and were eligible to participate. Exposure data were collected from cases (reporting a PA event in previous 12 months, n=290) for the month before PA, and from controls (no work-related PA in previous 12 months; n=867) for a randomly selected working month. Odds ratios and 95% confidence intervals identified increased risks for educators with any prior history of work-related (17.3, 11.4-26.3) or non-work-related PA (2.0, 1.2-3.5). In addition, PA risk in the previous twelve months increased with the number of previous victimizations, and risk also increased for educators with histories of non-physical violence (work- and non work-related). The results present a compelling case for targeted interventions and further research.     

Diagnostic bias in organizational consultation

This article is intended to improve consultation practice by explaining the significance of models, heuristics, and diagnostic aids in organizational diagnosis. The role of diagnostic models in determining the consultant's frame of reference is explained. Evidence that organizational consultants consciously use diagnostic models is provided by citing two independent studies that revealed about 70% of the consultants reported that a diagnostic model was used. The availability, representativeness, and anchoring heuristics used by diagnosticians are summarized and examples of their use are cited. Readers are warned that bias occurs from misapplying the heuristics. However, guidance on correctly applying the heuristics is provided. The development and improvement of diagnostic expertise is explained from the perspective of learning through education as well as feedback received from clients, colleagues (as shadow consultants and as consulting team members), and self. Thus, written from the perspective of a consultant, the article provides a practical presentation on diagnostic bias, supported by theory and empirical research. It should appeal not only to a consulting constituency (i.e. practicing consultants, consultant trainers, and novice consultants), but also to the large number of potential clients (i.e. organizational decision-makers). Future research directions are discussed in terms of (1) the research that has identified relationships between consultant characteristics (e.g. Jungian constructs) and diagnostic information, and (2) the potential of expert systems in organizational diagnosis.