Creating a High-Performing Workplace
Beyster Institute Senior Consultant Martin Staubus is teaching a course entitled ‘Management 269: Creating a High-Performing Workplace.’ In this interview, Professor Staubus describes the course’s five themes.
Employees Matter: Maximizing Company Value Through Workforce Engagement
Increasing numbers of businesses view their employees not as a mere cost but as invaluable contributors for business success. These firms are implementing strategies to fully engage employees at all levels. The Employees Matter report identifies sixteen fast growing entrepreneurial firms that employ employee ownership and engagement strategies which they perceive as directly linked with improved business performance. Eight other notable companies with key lessons to share are included as sidebar profiles.
Elizabeth Jacobs: Price-Earnings Ratios and Employee Stock Option Grants
Elizabeth had a number of concerns related to the heavy use of employee stock options as incentives and employee compensation in the high-technology sector…
Employee-owned Company Marks 100-year Milestone
The way the McElhanney Group is organized has helped foster a positive, profitable culture. Forty per cent of the key staff, around 320 staff members, own 100 per cent of the shares. Mr. Newcomb says this drives the success of the company collectively.
Mondragon Corp. Cooperativa (MCC)
Can Mondragon Corp. Cooperativa (MCC) effectively become a global player while being truthful to the principles on which its past successes have been built?
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.
John Lewis Partnership
The John Lewis Partnership (JLP) is one of the UK’s most profitable retailers – sales grew by 6.3% and pre-tax profit by 18.7% in the year to 27 January 2008. Its success owes much to the co-ownership principles of its founder, John Spedan Lewis, who handed over control and ownership in two trust settlements in the last century.
Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage
Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas.
The Carris Companies: Doing the Next Right Thing
Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability…
The Fabric of Creativity
At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
CoCo Companies: Work, Happiness and Employee Ownership
Successful enterprises are ones in which employees are active “co-creators” of value, rather than passive followers. But there are no MBA-taught wheezes which can boost an individual’s interest in the overall success of an organisation.
Hy-Vee’s Winning Ways
Here’s why Hy-Vee is successful as a chain and as a marketer of its private brands: Location, Ownership, Organization, Brands, Promotion and Customer Focus.
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…
Ohio’s Oldest ESOP: Alloy Engineering’s Success Story
Extending ownership to all employees, involving all in managing the business and tying the compensation to profits brought a renaissance to Alloy Engineering twenty years ago.
Insuring the Future: Foundation Secure, Co-Founder Focuses On Giving Back
Oswald Trippe & Co. will celebrate its 25th anniversary this year, but longevity isn’t what cofounder and chief executive officer Gary Trippe lists as his top accomplishment.
Employee Ownership Measures Up: A Discussion Guide for Corporate Citizenship, Sustainability and Social Accounting
Every employee owner worries about the bottom line. But, successful employee owners look beyond the here and now.
Vision, Mission, Credo
This note contains examples of mission and vision statements from a number of employee-owned companies, including Green Mountain Coffee Roasters, Whole Foods, King Arthur Flour, and more.
Conscious Growth: Why South Mountain Co. Pursues Deliberate Rather Than Maximum Growth
Is it true that small businesses are just big businesses that haven’t succeeded yet? John Abrams’ company pursues conscious growth not maximum growth.
Jet Rubber: Ten Years of ESOP Success
The fifty employee owners of Jet Rubber Company, a manufacturer of custom molded goods and rubber-to-metal parts founded in 1955, celebrated the 10th anniversary of their ESOP in March 2003.
Leader Values, the Structure of Employee Stock Ownership Plans, and Organizational Outcomes
What is the relationship between the personal philosophy (as it relates to the management of the firm) of leaders of employee-owned companies and the structure of their employee stock ownership plans?
Working Toward Transparency and Accountability: Carris Companies Governance
This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making.
Starbucks Coffee Company
This case traces the origins of Starbucks and its rapid growth through joint partnerships and diversified products, and its rapid expansion of retail cafes. A profile of Starbuck’s financial contributions to community development and literacy projects, and its efforts to promote progressive workplace conditions is presented. Despite this, criticisms of pushing out local businesses, homogenization … Read More
Sportasia LTD.: A Community Company
Evident in the case are important themes such as the transformational leadership of its senior management, the effective use of human resource strategies to control organisational growth, and the adoption of values similar to Charles Handy’s ‘Citizen Corporation’.
Southwest Airlines Corporation
Southwest Airlines, consistently ranked as one of the top performing airlines in the business, began a profit-sharing plan in 1974.
The Carris Companies: Making 100% Employee Governance the Practice—Shifting Stakeholder and Citizen Rights and Responsibilities to the Employees
Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.