A variety of strong external environmental forces are encouraging many organizations to address the issues affecting productivity and quality of work life (QWL). High growth markets, success in competing against foreign organizations, and international market conditions are a few such issues. One must also take into account societal and technological change and the need to successfully manage them. Further, the composition of the work force is far different than in years past. There are more working women and more older workers. There are the “baby boomers” who are better educated, less likelt to accept traditional authority, and who want growth, fulfillment and a voice in the decisions which affect them. Add to these forces the changes in economic and legal environments and the sum would appear to be an increasingly dissatisfied work force. The disparity between what people want at work and what is available is increasing. Organizations of today must learn how to go about improving jobs and the ways people are managed. Traditional approaches to managing organizations just won't work any longer. QWL is no longer just a desirable outcome, it seems to have become a necessary one. Even though quality of work life and productivity are independent outcomes, they are two principal objectives of most organizations. They can (and should) go hand in hand. A growing number of new beliefs, policies and practices have emerged, and today there are many “styles” of QWL. This case study examines one such style. Martin Marietta Denver Aerospace (MMDA) is a large and extremely effective organization. Their comprehensive policy concerning “Commitment to Excellence” is a top-level statement which calls for performance of all activities “with dedication to excellence manifested in integrity of operations, reliable performance to commitments, and exemplary leadership in quality and productivity”. Among the stated objectives of this policy is to “provide a superior work environment for all employees”. In addition to providing the philosophical basis for the Commitment to Excellence (CTE) program, the policy also provides a structure for administering the program. Basically, the overall program is under the direct leadership of the President and his staff which function as the CTE Steering Committee to provide “guidance, direction, and support”. Program/Product Area Vice Presidents and Directors are charged with formulating and conducting an annual program of performance and QWL improvement and reporting to the CTE Steering Committee their activities and accomplishments in execution of the central program. A top-level “CTE Plan” provides general guidance and is comprised of six elements, among which are formal projects (“CTE Projects”) to solve specific problems, and employee involvement programs. The principal interest of this case study is in these two areas. The CTE Projects number seven at present, and a total of twelve are planned for 1986. One of them involves a major reorganization within the company. They are conducted using many of the management and quality control methods developed by W.E. Deming and J.M. Juran. The employee involvement programs include suggestion and recognition approaches as well as quality circles (QCs). This study presents the general QWL methods employed within the context of the CTE program, results to date, future plans and lessons learned. MMDA appears committed to a long term program which includes participatory methods. Organization wide change is involved, and the program appears to be managed by those who understand and accept the strategies and values of such methods. There is a climate of trust, mutual respect, and a commitment on the part of Martin Marietta Denver Aerospace from the Chief Executive on down to employ participatory approaches (in addition to others) to improve productivity, product quality, and quality of work life.
