1. Thinking about an organization with which you are familiar, what practices have you encountered that work from rational or classical assumptions of behavior and performance? Reflect on the assumptions that underlie these practices. What are some of the strengths and weaknesses of the assumptions themselves? Where do these assumptions seem to hold true and where do they seem to fail?

2. How does the move from production or manufacturing organizations to service organizations change or affect the implementation of TQM? What then are the strengths and weaknesses of TQM in governance organizations?

3. If organizational performance is the sum (or more than the sum) of the performance of individuals within an organization, what is the benefit of individual performance evaluations? How might administrators usefully balance individual and group or system approaches?