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.
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 had a number of concerns related to the heavy use of employee stock options as incentives and employee compensation in the high-technology sector…
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.
Can Mondragon Corp. Cooperativa (MCC) effectively become a global player while being truthful to the principles on which its past successes have been built?
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.
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.
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.
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…
At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
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.
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.
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…
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.
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.
Every employee owner worries about the bottom line. But, successful employee owners look beyond the here and now.
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.
Is it true that small businesses are just big businesses that haven’t succeeded yet? John Abrams’ company pursues conscious growth not maximum growth.
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.
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?
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.
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
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, consistently ranked as one of the top performing airlines in the business, began a profit-sharing plan in 1974.
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.