Denis Collins believes that participatory management systems are inevitable in democratic societies because they are ethically superior to authoritarian management systems. Managers must begin to share decision making and economic outcomes with their employees if they want to obtain long-term efficiency and effectiveness in a competitive business environment. Changes in power relationships are bound to occur in the transitional period, Collins reports, and will challenge the flexibility of management. Scanlon Plans were developed in the 1930s as a way to link improvements in productivity to employee wages. Popular because of the large amount of employee involvement in their design, Scanlon Plans are in place at 260 Fortune 1000 companies, as well as many smaller firms. To understand the considerable variation in the success of gainsharing plans and participatory management more generally, Collins studied six companies that used Scanlon Programs, explaining the nuts and bolts of each plan. He addresses the concerns of workers, managers, and unions when they were present, highlighting political games employees must address to enhance success. Collins then offers a new theory of gainsharing based on conflicts of interest at work.
Charming and plausible though they are, they can only ever see us as resources to be used. This is the real world, not science fiction, and it really is us or them.
... Gainsharing Plan,” Compensation and Benefits Review, March/April 1996, Volume 28, Number 2, p.31-40. Collins, Denis. Gainsharing and Power: Lessons from Six Scanlon Plans, Cornell University Press, 1998. ISBN 0-801-43490-4 Collins, D ...
Alder, H. (1996) NLP for Trainers, McGraw-Hill. Bradbury, A. (1997) NLP for Business Success, Kogan Page. Dimmock, S. (1995) Successful Communication Through NLP, Gower. Garrett, T. (1997) The Effective Delivery of Training Using NLP, ...
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... Gainsharing: A Lemon or Lemonade?' Business Horizons (Jan./Feb. 1996) at 36, 37 discussing the American Management ... Power (Ithaca: Cornell University Press, 1998) at 216–21. 30 See supra note 3. 31 See, e.g., Joseph Newhouse, 'Why Is ...
Productivity Improvement: Employee Involvement and Gainsharing Plans : Introducing SHRED COST, a New Productivity Improvement Approach
... power games around the participatory mechanism. Internal political issues arise as a result of managers giving up ... gainsharing's collaborative problem-solving mechanisms benefit owners in terms of cost savings, customers in terms of ...
... power to make any award changing , amending , or adding to the provisions of the plan . Specifically the arbitrator shall not have the power to set or change the target values of the key performance indicators . PLAN CHANGES AND ANNUAL ...
... gainsharing systems . Gainsharing as compensation or a " bonus " is easier to design , com- municate , and ... power , syner- gy and integrity . Gainsharing becomes a way for the manager to manage . When manage- ment assumptions and ...
The authors of 'Managing to Collaborate' combine rigorous theory with practical examples to create a one-stop resource for students, academics & managers studying or working in collaboration.