Motorola became a recognized quality leader in large part by becoming a leader in employee education and by encouraging "participative management." Through the Motorola Training and Education Center, later Motorola University, the company invested substantial resources in improving workers' skills and establishing a common language of quality across the corporation to support its ambitious quality improvement goals. Through quality circles, its Total Customer Satisfaction quality competition, and its potentially more far-reaching empowerment initiative, Motorola encouraged its employees to apply their new knowledge and skills in innovative and proactive ways. The growing interest in empowerment raised a number of organizational issues that led many to wonder how best to achieve its stated goals.

【書誌情報】

ページ数：16ページ

サイズ：A4

商品番号：HBSP-494139

発行日：1994/5/10

登録日：2014/1/16