Quality circles--new wave or fad?
The American healthcare industry must avoid the dangers of commitment to bureaucratic organizational thinking and be willing to experiment with Theory Z and quality circles. Productivity depends on trust, subtlety and intimacy. The industry must acknowledge that management style and organizational form are nothing more than facets of the larger organization of society. The ultimate goal should be to understand how the structure of society and the management of healthcare organizations can be coordinated. The common thread in Japanese life is intimacy. The caring, support, and disciplined unselfishness which makes life possible come through close social relationships. Accordingly, there is (or at least, there should be) a common thread in this nation's healthcare industry--the desire to render quality health care in an effective and efficient manner. The underlying messages are many, but they are not overwhelming. Perhaps the first message to healthcare managers is that a healthcare delivery system can realize the full potential of its employees only if it invests in their training and then shares with them the power to influence decisions. Without training, the invitation to participate in decision making will lead only to frustration and conflict. Without a sharing of decision-making power, an investment in training will be both frustrating and wasteful.(ABSTRACT TRUNCATED AT 250 WORDS)
D004526:Efficiency; D006126:Group Processes; D006801:Humans; D010557:Personnel Administration, Hospital; D011340:Problem Solving; D011786:Quality Control; D014481:United States