ABSTRACT
The methods, tools and techniques so far reviewed in this book have one prime, common theme; they are all designed to improve the quality performance of the organisations in which they are used. Similarly, they all rely on an assumption that what is good for the organisation is good for society and for the individual workers. Nowhere in this set of tools is this assumption either exposed or investigated. The focus is on practical issues of what to do and how best to do it; the question of whether or not it should be done is simply not asked.
