حلقات الجودة اليابانية من وجهة نظر مديري منظمات الأعمال الأردنية

Abstract EN

This exploratory study aims at empirically investigating Japanese Quality Circles as perceived by managers of Jordanian Business Organizations.

The study attempted to identify the effectual extent of organizational demographics on this vision.

Furthermore, the study investigates some practices of quality circles, namely the extent of centralization, factors taken into consideration when establishing quality circles plans, and attitudes of managers toward quality circles.

To achieve these objectives, a questionnaire was designed and distributed to (182) managers of different business organizations.

(134) responses were collected, and (120) were valid for statistical analysis.

The findings of the study indicated that: - The study showed that the small & medium business organizations (measured by capital & number of employees) are more knowledgeable on the real meaning of Japanese Quality Circles than large business organizations.

- A substantial (41%) percent of Jordanian Business Organizations managers are not fully aware of the concept of Japanese Quality Circles.

- Newly established business organizations (which were established after 1980) are more knowledgeable of the real concept of Japanese Quality Circles than older business organizations.

- A quality circles planning tends to be centralized and monopolized by the general managers and the board members of the organizations.

- Quality circles plans are likely to emphasize the financial issues rather than competition, social, technological and demographic issues.

- Managers of Jordanian Business Organizations have positive attitudes toward Japanese Quality Circles.