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BF GOODRICH has installed and is operating a new system of in‐process inspection for the manufacture of wheels for the Space Shuttle.

Societies the world over are currently experiencing a common phenomenon ‐ a greater rise in the number of two‐paycheck families than ever before! Knowing the stresses of rearing a family while simultaneously pursuing a dual‐earner lifestyle, two‐earner couples in many societies are also presumably experiencing the same dilemma ‐ whether or not to bear and raise children while simultaneously pursuing careers. In a sense, the very family rubric may be said to be currently at the crossroads. Controversies such as the “mommy track” (1989), and the mixed messages that are sent to working couples by societal culture, organisational values, and personal beliefs do not help to relieve the experienced tensions of the working couples either. It is important for dual‐career family members to know how parental status and the number of children impact on the quality of their experienced life, which is ultimately reflected in the state of their mental health. Being knowledgeable about this would help dual‐earner partners to make educated decisions regarding their desired family size.

Executives are searching for ways to deliver consistent improvements in productivity and profitability while addressing economic realities. One initiative that has been discovered by many organizations is the integration a quality process into their or ganization that is based on the Malcolm Baldrige National Quality Award (MBNQA). Many studies have been done showing that award winning companies tend to out perform peers and competitors, yet many managers are reluctant to under take the large initiative required to work toward the award. This reluctance may stem from the belief that the reported benefits are not those that are important for managers to justify the effort. The purpose of this research is to begin an exploratory study that examines the expectations of company managers, executives, and other professionals regarding the types of firm performance and returns that would be needed to justify undertaking the MBNQA process. The results showed that while financial performance of the firm is the strongest justification managers consider, and that while their expectations for improved financial performance are some what high, the financial returns are certainly not out of the realm of normal expectations for returns from other projects.