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Results for: Organizational Design and Change | Showing Results: 1 to 25 | Total Results: 200 | Sort By: Alphabetical Publication Date

A Cooperative Solution 

Four times a year, as many as a thousand clients of each local branch of Rabobank, a leading Dutch institution and one of the world’s 25 largest banks, assemble to discuss business. 
Author: Lotti, Riccardo; Mensing, Peter; Valenti, Davide
Pub. Date: 2006-07-17

A Direct Stake in Economic Life: Worker-Owned Firms  

That individuals work harder, better and with greater enthusiasm when they have a direct interest in the outcome is self-evident to most people. The obvious question is: Why aren’t large numbers of businesses organized on this principle? The answer is: In fact, thousands and thousands of them are. 
Author: Alperovitz, Gar
Pub. Date: 2006-02-01

A Positive Movement Forward: Carris Companies Employee-Governance 

This chapter presents William (Bill) H. Carris's distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico... 
Author: Betit, Cecile G.
Pub. Date: 2007-01-01

A Slice of the Sun: Namaste Solar Electric Takes Employee Ownership to the Limit 

Each of Namaste's 27 co-owners receives the same compensation, has equal voice in decision-making, and is afforded the same opportunities to participate in company ownership, says Namaste president Blake Jones, who reluctantly adopted his title to give customers and the media a sense of company leadership.  
Author: Mitchell, Karen
Pub. Date: 2007-09-01

Amul Dairy 

How could the managing director maintain the firm's cooperative structure, address the nutritional needs of all Indians, make use of emerging technology, and navigate the country's dairy policies in the coming years? 
Author: Goldberg, Ray A.; Cornell, Ian McKown
Pub. Date: 2013-07-23

ATA Engineering 

The Structural Dynamics Research Corporation wanted employees to think like owners. The easiest way to do that was to give them an equity stake. 
Author: The National Center for Employee Ownership
Pub. Date: 2007-05-01

Atlas Container Corporation: Thinking Outside the Box 

To survive, Atlas changed from an external to an internal growth strategy. The smoothness of the transition could at least be partially attributed to a set of internal strategies that were unusual for a commodity/cost-driven industry. They included democratic governance and employee ownership… 
Author: Calo, Thomas J.; Shipper, Frank
Pub. Date: 2015-06-21

Best Practice in Developing Best Practice 

Best practice is to remember that and to never stop watching outcomes so that you can adjust your process to stay on course no matter how often the course needs to change. 
Author: Mathews, Anthony
Pub. Date: 2013-09-16

Beyond Empowerment: Building a Company of Citizens 

The Athenian model of organizational democracy offers a window into how sizable groups of people can, in an atmosphere of dignity and trust, successfully govern themselves without resorting to a stifling bureaucracy. 
Author: Manville, Brook; Ober, Josiah
Pub. Date: 2003-01-01

Beyster Startup Toolkit: Sharing Equity Ownership 

Ultimately, the success of your venture will be determined not by your efforts alone but by the performance of the cast of people — employees, partners, or associates — that you assemble. So, if there is a strategy that can help you get more out of the people on whom you depend and also boost your organizational horsepower, you owe it to yourself to take a serious look. A policy of sharing equity with employees that is designed and used wisely can be just that strategy. 
Author: The Beyster Institute
Pub. Date: 2015-06-08

Broad-Based Stock Options and Company Performance: What the Research Tells Us 

The authors found that companies with broad-based stock option plans (here, defined as those where most nonmanagement employees receive option grants) had statistically significant higher productivity levels and annual growth rates than public companies in general and their peers. 
Author: Blasi, Joseph; Kruse, Douglas; Sesil, James; Kroumova, Maya
Pub. Date: 2010-01-01

Building a System of Trust: Ten Hidden Secrets of Success in Employee-Owned Companies 

The great potential of employee ownership to improve business performance lies in its capacity to bring people together to work as a team toward shared success. 
Author: Staubus, Martin; Lynch, Robert Porter
Pub. Date: 2010-01-01

Building Community at Terra Nova Consulting 

This case describes the challenges faced by the president of an engineering and environmental services consulting firm (Terra Nova Consulting) as it seeks to address deep internal cultural divisions... 
Author: Ogata, Ken; Spraakman, Gary
Pub. Date: 2014-01-01

Business Strategy: The Sustainable Enterprise 

This course integrates environmental management issues with use of strategic planning tools for assessing and responding to competitive and social forces. Emphasis will be on the company’s ability to build and sustain a competitive advantage utilizing traditional management concepts as well as new sustainability practices. 
Author: Nassos, George P.
Pub. Date: 2010-01-01

California Center for Employee Ownership (CCEO) 

The California Center for Employee Ownership provides information and resources to promote a better understanding of employee ownership in California.
Author:
Pub. Date: 2012-01-01

Can There Be “Good” Corporations? 

When companies are owned by workers and the community—instead of Wall Street financiers—everything changes. 
Author: Kelly, Marjorie
Pub. Date: 2012-04-16

Carris Companies Experience: Corporate Values in Practice 

Organizational leadership sets the standard for ethical conduct in the workplace. Christianity's “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance... 
Author: Betit, Cecile G.
Pub. Date: 2001-01-01

Carris Companies' Practice of Employee Governance 

Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships. 
Author: Betit, Cecile G.
Pub. Date: 2002-06-01

Carris Companies’ Long and Winding Road to Employee Ownership and Values Based Governance 

A rapidly expanding entrepreneurial company, the Carris firm is—by its owner's design—gradually becoming an employee-owned and-directed organization... 
Author: Betit, Cecile G.
Pub. Date: 2000-01-01

Carris Corporation: Incentive Plan Program 

For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding... 
Author: Betit, Cecile G.; Rao, Jay
Pub. Date: 1998-01-01

Cataphora: Teaching Note 

This Teaching Note accompanies the 'Cataphora: A Conscious Decision to Bootstrap' case. 
Author: Lee, Moses; Goldstein, Amy
Pub. Date: 2011-07-21

Challenges of Growth at Protegra 

Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.  
Author: Travica, Bob
Pub. Date: 2010-04-21

Change Factory  

Delphi not only makes catalytic converters; it has also converted itself. Its factory in Oak Creek, Wisconsin has become a fast, flexible, future-focused operation. The result is a new-economy factory in the heart of the old economy.  
Author: Dorsey, David
Pub. Date: 2000-05-31

Change Management: Getting Employees on Board 

Change initiatives are notorious for their failure rate… 
Author: Staubus, Martin
Pub. Date: 2013-09-16

CHART Rehabilitation of Hawaii 

Frieda Takaki took a deep breath, filling her senses. She was about to make a very difficult decision. She took off her shoes, placed them next to her desk and started pacing her office barefoot as she was thinking aloud. “I can’t let this business close down,” she whispered. “I have to do something about it.” The answer was now abundantly clear: why wouldn’t the employees buy the business from the owners? 
Author: Daniel, Shirley J.; Tekin, Ozge
Pub. Date: 2010-03-30