Worker Directors and Worker Ownership/Cooperatives

2010 ◽  
Author(s):  
Raymond Markey ◽  
Nicola Balnave ◽  
Greg Patmore
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Employee Participation ◽  
The Other ◽  
Organizational Decision Making ◽  
Public Companies ◽  
Management Level ◽  
Employee Representation ◽  
Worker Ownership

Employee participation in organizational decision making at the strategic management level is manifested in two main ways: first, employee representatives sitting alongside shareholder representatives on the boards of public companies and state-owned enterprises; and second, producer cooperatives in which the workers own the organization. Producer cooperatives are also likely to have extensive employee representation on their boards. However, the two forms of participation fundamentally differ. Employee representation on the boards of public companies and state-owned enterprises constitutes employee participation as employees, in common with the other forms of participation examined here. Producer cooperatives owned by the employees constitutes participation as owners. This article separately examines these two approaches to employee participation in organizational decision making at the strategic management level. It then analyses the incidence and effectiveness of each form of participation. The article concludes with general observations about the comparative viability and basis for each form.

Leading as “the Other”

2019 ◽  
Vol 26 (3) ◽  
pp. 402-406 ◽  
Author(s):  
Kecia M. Thomas
Keyword(s):  
Decision Making ◽  
Organizational Effectiveness ◽  
Value Added ◽  
The Other ◽  
People Of Color ◽  
Leadership Positions ◽  
Organizational Decision Making ◽  
Power And Authority ◽  
The Doors

People of color and women remain woefully underrepresented in top leadership positions across industries. Yet the doors to power and authority in organizations are slowly opening in large part due to the more aggressive promotion of the “value-added” nature of diversity to organizational effectiveness. Inclusive organizations benefit from the diversity of perspectives and backgrounds that women and people of color offer to organizational decision making, innovation, and growth. However, not much is understood about their unique experiences. This commentary focuses on the Outsider Within experiences of underrepresented leaders, workers who find themselves as both the “Other” and as a leader in their workplace.

Effects of Departments' Interdependence on Organizational Decision Making

1983 ◽  
Vol 53 (3) ◽  
pp. 851-857 ◽  
Author(s):  
Dean Tjosvold
Keyword(s):  
Decision Making ◽  
Business Administration ◽  
The Other ◽  
Mutual Benefit ◽  
Organizational Decision Making ◽  
Goal Interdependence

The goal interdependence of departments was expected to affect how their representatives discussed an organizational decision. 54 undergraduates in business administration were assigned to be representatives of two different departments and were led to believe that their departments were to cooperate for mutual benefit, compete to outdo each other, or to seek their own individualistic interests. Compared with the competitively linked representatives, the cooperative and individualistc representatves integrated both departments' views into their recommendation for the decision. Perhaps because they more openly confronted opposing views, individualistic subjects, although they reported that they understood the other's position less, tended to demonstrate more knowledge of the other's preferences than did those in the other two conditions. Department representatives were not necessarily unresponsive to each other's views. Individualistic and cooperative but not competitive goal interdependence seemed to contribute to organizational decision making.

Nieuwe sociale bewegingen in de Belgische politiek : Een impressie

Res Publica ◽  
1993 ◽  
Vol 35 (2) ◽  
pp. 197-211
Author(s):  
Staf Hellemans
Keyword(s):  
Decision Making ◽  
Social Movements ◽  
Empirical Evidence ◽  
The Other ◽  
New Right ◽  
General Tendency ◽  
The West ◽  
Organizational Decision Making ◽  
Cleavage Line ◽  
The One

In overviewing the (scant) empirical evidence gathered on and the literature written about New Social Movements (NSM's) in Belgium this article tries to buttress three general propositions. First, the NSM' highlight a general tendency among social movements today of a thoroughgoing dissociation of the mobilizational potential on the one hand and organizational (decision making) power on the other hand. Second, the NSM's in Belgium have helped substantially in raising participation levels, broadening the action repertoire of the citizens and changing the nature ofparticipation. Third, although participation levels in Belgium are still beneath the West-European averages, the NSM's consitute in Belgium - with the New Right as their direct opponent - a new cleavage line in an altogether weakening system of cleavages.

Collective Human Agency in the Context of Organizational Participation

2017 ◽  
Vol 61 (2) ◽  
pp. 51-68 ◽  
Author(s):  
Wolfgang Georg Weber ◽  
Hans Jeppe Jeppesen
Keyword(s):  
Collective Efficacy ◽  
Social Cognitive ◽  
Work Motivation ◽  
Human Agency ◽  
Employee Participation ◽  
Ecological Approach ◽  
Cognitive Approach ◽  
Organizational Decision Making ◽  
Organizational Participation ◽  
The Social

Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.

A Bird in the Hand Isn’t Good for Long

2018 ◽  
Vol 65 (1) ◽  
pp. 23-31 ◽  
Author(s):  
Stefan Scherbaum ◽  
Simon Frisch ◽  
Maja Dshemuchadse
Keyword(s):  
Decision Making ◽  
Cognitive Control ◽  
The Other ◽  
Decision Task ◽  
Short Term ◽  
Additional Time ◽  
Control Processes ◽  
Folk Wisdom ◽  
Study Participants ◽  
Insight Into

Abstract. Folk wisdom tells us that additional time to make a decision helps us to refrain from the first impulse to take the bird in the hand. However, the question why the time to decide plays an important role is still unanswered. Here we distinguish two explanations, one based on a bias in value accumulation that has to be overcome with time, the other based on cognitive control processes that need time to set in. In an intertemporal decision task, we use mouse tracking to study participants’ responses to options’ values and delays which were presented sequentially. We find that the information about options’ delays does indeed lead to an immediate bias that is controlled afterwards, matching the prediction of control processes needed to counter initial impulses. Hence, by using a dynamic measure, we provide insight into the processes underlying short-term oriented choices in intertemporal decision making.

Mental Contrasting of Future and Reality

2010 ◽  
Vol 9 (3) ◽  
pp. 138-144 ◽  
Author(s):  
Gabriele Oettingen ◽  
Doris Mayer ◽  
Babette Brinkmann
Keyword(s):  
Decision Making ◽  
Everyday Life ◽  
Brief Intervention ◽  
Middle Level ◽  
The Other ◽  
Metacognitive Strategy ◽  
Mental Contrasting ◽  
Low Expectations

Mental contrasting of a desired future with present reality leads to expectancy-dependent goal commitments, whereas focusing on the desired future only makes people commit to goals regardless of their high or low expectations for success. In the present brief intervention we randomly assigned middle-level managers (N = 52) to two conditions. Participants in one condition were taught to use mental contrasting regarding their everyday concerns, while participants in the other condition were taught to indulge. Two weeks later, participants in the mental-contrasting condition reported to have fared better in managing their time and decision making during everyday life than those in the indulging condition. By helping people to set expectancy-dependent goals, teaching the metacognitive strategy of mental contrasting can be a cost- and time-effective tool to help people manage the demands of their everyday life.

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