| dc.contributor.author |
Rana A I |
en_US |
| dc.date.accessioned |
2017-01-30T08:15:58Z |
|
| dc.date.available |
2017-01-30T08:15:58Z |
|
| dc.identifier.uri |
http://hdl.handle.net/123456789/175239 |
|
| dc.identifier.uri |
http://localhost:8080/xmlui/handle/1/220 |
|
| dc.description.abstract |
The resignations of the General Manager Technical, five senior managers and 65 supervisors, jobbers and workers, evoked the CEO of Crescent to appraise the Quality Circles programme at the mill. The QC programme had recently been introduced at Crescent and had helped achieve better labour-management relations and production. However, most senior managers considered that the introduction of QC was undermining the middle management's authority and prestige. The case allows an analysis of the strategic logic and logistics of quality circles in an almost hostile environment. |
en_US |
| dc.publisher |
NO |
en_US |
| dc.subject |
Textile |
|
| dc.subject.classification |
Production,Operations |
en_US |
| dc.subject.other |
Manufacturing, total quality management, corporate culture, labour & management |
en_US |
| dc.title |
QUALITY CIRCLES AT CRESCENT TEXTILE |
en_US |
| dc.type |
03-366-90-1 |
en_US |
| dc.location |
Case Research Centre |
en_US |