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Motorola became a recognized quality leader in large part by becoming a leader in employee education and by encouraging "participative management. " Through the Motorola Training and Education Center, later Motorola University, the company invested substantial resources in improving workers'' skills and establishing a common language of quality across the corporation to support its ambitious quality improvement goals. Through quality circles, its Total Customer Satisfaction quality competition, and its potentially more far-reaching empowerment initiative, Motorola encouraged its employees to apply their new knowledge and skills in innovative and proactive ways. The growing interest in empowerment raised a number of organizational issues that led many to wonder how best to achieve its stated goals.