This course provides an understanding of the human and organizational contexts in which the student will be working and the skills to put the scientific, technical and organizational knowledge learned to work in addressing the major challenges facing management and organizations today.
In March, 2007, Michael Foley, Chief Executive Officer of Reflexite Corporation, had to decide whether to proceed with a change in the company’s employee stock ownership plan. Foley, still in his first year as CEO, pondered the situation: the employees had spoken, but when the man who had built the company strongly objected, shouldn’t one listen?
Thoroughly revised with an expanded focus on employee ownership and workplace democracy, Companies We Keep celebrates the idea that when employees share in the rewards as well as the responsibility for the decisions they make, better decisions result.
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.
The Employee Ownership Video Collection Teaching Addendum presented by the Foundation for Enterprise Development is divided into four sections, Teaching in Entrepreneurship Programs, the History of Broad-Based Ownership, Innovation and High-Tech, and Money and People. This video outline is designed to explore the ways to incorporate employee ownership in your class curriculum, learn about the early beginnings of employee ownership and how it has evolved especially in the high-tech fields, and to discover the culture of participation embraced by employee-owned businesses.
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.
This paper examines the use and consequences of shared compensation plans (profit sharing, profit related pay, SAYE schemes and company stock option plans) in a sample of UK workplaces and firms in the 1990s.
This paper reviews the conflicts of interests introduced by employee participation in the governance of a firm and how these can be constructively resolved by introducing a division of power between investors and employees and/or between management and workers.
In 1994 United Airlines became the largest employee majority-owned enterprise in the United States, with various groups of employees – most represented by unions – having purchased 55% of its stock in exchange for various concessions. The employees accepted pay cuts and made other concessions, but were also granted representation on the company’s board of directors…[newline]
Southwest Airlines has created a culture where employees are treated as the company’s number one asset.
A perennial issue is the study of organizational behavior is the impact on productivity of participation by workers in a firm’s decisionmaking. The question has returned to the foreground is the recent debate over policies to increase U.S. productivity growth.
This paper assesses the apparent effects on job attitudes and organizational performance of recent conversions to employee ownership at three firms.
Workers’ and managers’ views of their roles as employee owners, financial partners, and co-decision makers were examined in a furniture factory bought by its employees through a corporate divestiture.
The article discusses patterns of and desires for employee participation in management and decision making after an organization has converted to employee ownership. The author notes a number of reasons why an increased level of employee participation in decision making is significant.