Layered on top of these reforms have been various others. At the business level,
we have seen an increased emphasis on strategic planning, whilst reforms at the
level of the work team have included initiatives such as quality circles and out-
door team training. Ongoing microeconomic reforms at the individual level have
continued.

Many appear to have led to real improvements in productivity. Articles in in-
dustry magazines and newspapers tell of successes. Indeed, few would argue
against the need to adopt "best practice" or to "improve quality." However, expe-
rience has also taught the seasoned manager that each reform has also been ac-
companied by other impacts that, once experienced, may in the longer term have
slowed down the wholesale application of the reform across all areas of the busi-
ness. The cumbersome requirements of much of the TQM reform work has, for

-4-