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Practices of top-level managers towa...

Bratton, Darrell.

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Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry./
Author:	Bratton, Darrell.
Description:	198 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
Contained By:	Dissertation Abstracts International77-03A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3732423
ISBN:	9781339193502

Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry.
Bratton, Darrell.

Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry. - 198 p.

Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

There is a dearth of literature about the management practices in employee-owned firms that are democratic workplaces, and this study investigated how power is shared among co-owners through the top-level management/leadership practices of the Fayolian functions of planning, organizing, staffing, and leading. The participants were twenty top-level managers of small-size (50 owners or less) worker-owned co-operatives. There were 10 founders and 10 non-founders. While the research method was exploratory qualitative inquiry, the interview data were coded with NVivo 10 and the data analysis followed the phenomenological procedures of reduction, imaginative variation and synthesis. The themes that arose were shared and self-management, horizontal structure, decision making, social responsibility and egalitarianism. The themes were found to be aligned with the workplace democracy theory and/or the co-operative principles of the International Co-operative Alliance. The first salient result was that egalitarianism was the foundation of a democratic workplace. Furthermore, the implications of a common philosophical belief, ownership commitment, transparency, and humility provide practitioners and scholars insight into how to collaboratively manage and/or lead co-owners in a co-operative that is seeking to establish a democratic workplace. The researcher found that collectivism is more important than individualism and with everyone being an equal owner, everyone benefits equally from the sustainability of the business.

ISBN: 9781339193502Subjects--Topical Terms:

516664
Management.

Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry.
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245 1 0 $a Practices of top-level managers toward managing and/or leading co-owners within employee-owned firms seeking to establish workplace democracy: An exploratory inquiry.
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500 $a Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
500 $a Adviser: Gregory Gull.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a There is a dearth of literature about the management practices in employee-owned firms that are democratic workplaces, and this study investigated how power is shared among co-owners through the top-level management/leadership practices of the Fayolian functions of planning, organizing, staffing, and leading. The participants were twenty top-level managers of small-size (50 owners or less) worker-owned co-operatives. There were 10 founders and 10 non-founders. While the research method was exploratory qualitative inquiry, the interview data were coded with NVivo 10 and the data analysis followed the phenomenological procedures of reduction, imaginative variation and synthesis. The themes that arose were shared and self-management, horizontal structure, decision making, social responsibility and egalitarianism. The themes were found to be aligned with the workplace democracy theory and/or the co-operative principles of the International Co-operative Alliance. The first salient result was that egalitarianism was the foundation of a democratic workplace. Furthermore, the implications of a common philosophical belief, ownership commitment, transparency, and humility provide practitioners and scholars insight into how to collaboratively manage and/or lead co-owners in a co-operative that is seeking to establish a democratic workplace. The researcher found that collectivism is more important than individualism and with everyone being an equal owner, everyone benefits equally from the sustainability of the business.
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