MBO, QUALITY CIRCLES, QUALITY OF

WORK LIFE

Presented by:-
Anirudh Cherakuwada
Himanshu Sagar
Nandita Joshi
Vijay luxmi
• Introduction
• Purpose of QWL
• Introducing quality circle in an
organisation
QC
• Problems in implementing quality
circle
• Introduction
• Areas of QWL
• Factors Affecting QWL

QWL
• Approaches to improve QWL
• Introduction
• Rationale of MBO
• Process of MBO
• Effectiveness of MBO

MBO
• Limitations of MBO
CONTENT
Management By Objectives
(MBO)
• Management By Objectives term
was first popularized by Peter
Drucker.
• A method whereby managers and
employees define objectives for
every department, project, and
person and use them to monitor
subsequent performance.
 RATIONALE OF MBO

• Main purpose of MBO is that instead of just

few top managers, all managers of the firm
should participate in the strategic planning
process, in order to improve the implement
ability of the plan.
• The essence of MBO is a process of joint goal
setting between a supervisor and a
subordinate.
 PROCESS OF MBO
Set Goals

Develop Action Plan

Review Progress/ Take corrective

action

Appraise Overall Performance

 THE EFFECTIVENESS OF
MBO
• With MBO performance appraisal may
be done more objectively.
• MBO facilitates control through the
periodic development and subsequent
evaluation of individual goals and
plans.
• Concentration on Key Result Areas.
 LIMITATIONS OF MBO
• The major reason for MBO failure is
lack of top management support.
• Problems in Objective setting.
• Lack of flexibility in organization
structure.
QUALITY OF WORK LIFE (QWL)
• QWL aims integrating the socio-
physiological needs of employees.
• It is a process by which an
organisation attempts to unleash
the creative potential of its
employees.
• QWL focuses on fostering the
environment where employees
work cooperatively and contribute
to organisational objectives.
 AREAS OF QWL

COMPENSATION

HEALTH AND
SOCIAL
SAFETY
INTEGRATION

QWL

JOB SECURITY
JOB DESIGN
FACTORS AFFECTING QWL
• Career and job satisfaction.
• Working conditions.
• Work life balance.
• Stress at work.
• Job security.
• Scope for better career
opportunities.
• Fair and reasonable pay.
APPROACHES TO IMPROVE QWL
• Flexibility in work schedules.
• Autonomous workgroup.
• Job enrichment.
• Opportunity for growth.
• Employees participation.
• Suggestion system.
 QUALITY CIRCLE
• A Quality Circle is a volunteer
group composed of workers which
intends to improve the quality of
output.
• They agree to meet on a regular
basis to discuss & solve problems
related to work.
• Less structured and more informal
than teams involved in continuous
improvement.
PURPOSE OF QUALITY CIRCLE
• Overall improvement of quality of
products.
• Improvement of production methods
& productivity.
• Self development of employees.
• Encouragement of innovative ideas.
• Building high morale of employees by
developing team work.
INTRODUCING QUALITY CIRCLE IN
AN ORGANISATION
• Selling the idea of quality circle.
• Constitution of quality circle.
• Analysis of quality problem.
• Problem solving.
• Presentation of suggestion to
management.
• Implementation.
PROBLEMS IN IMPLEMENTATION
OF QUALITY CIRCLE

• Negative attitude.
• Lack of ability.
• Lack of management commitment.
• Non- implementation of suggestions.
MBO, QWL & Q C IN REAL WORLD
MBO in Action at Intel
• A Manager's Guide at Intel provides
the following directions.
• Start with a few well-chosen
overriding objectives.
• Set your subordinates objectives that
fit in with your overriding objectives.
• Allow your subordinates to set their
own key results to enable them to
meet their objectives.
 Quality circle
Canon Production System (CPS)
The Canon Production System (CPS)
includes:
• Staff participation (quality circles,
suggestion boxes, improvement
proposals), and workshop
dynamism.
Also known as 5S Approach:
• Seiri (Sort)
• Seiton (Set in order)
• Seiso (Shine)
• Seiketsu (Standardize)
• Shitsuke (Sustain)

The 5 S approach is a basis for

continuous improvement and can lead
to less waste.
 REFERENCES
• http://www.1000ventures.com
• www.scribd.com
• Human Resource Management- T.N.
Chabra
• www.citehr.com