Theoretical Postulations on Organization Democracy

Abstract

In previous research the author conducted a narrative examination of the literature on labor-managed firms to discover the nature of “organization democracy.” The result was a broad conceptual framework. This article builds on the framework by offering two theoretical postulations. First, it offers a substantive theoretical postulation that organization democracy is a conflation of political visions that can be represented by Mannheim’s (1936) four utopian images of anarchism, liberalism, conservatism, and radicalism. Second, it offers a formal theoretical postulation that organization democracy is an additional form of legitimate authority to add to Weber’s (1947, 1978) typology. The author proposes “rational-collective” legitimate authority as the fourth form and ends with a two-dimensional representation of the four types of legitimate authority.

Organisational Form

“…By contrast, the insights into the virtual public sphere, its structural properties, social composition, engagement protocols and democratic outcomes are particularly extensive (see Mercea et al 2013 for an overview). In my eyes, the necessity to visit the subject of organisational decision-making, its deliberativeness and democratic outcomes derives from the cognizance that democratic organisation is a basis of legitimate authority (Luhman 2006 ). This insight, I will attempt to show, is particularly signifi cant against the backdrop of the widening array of collective action modalities, many of which no longer necessarily pivot on an organisational lynchpin (see Bimber et al 2005 ;Flanagin et al 2006 ).…”

The Role of Training, Democratization, and Self-Actualization in Addressing Employee Burnout

“…Most studies came up with the general core requirements for workplace democracy in organizations which can be summarized in fulfilling the following (Luhman, 2006;Markowitz, 1996):  Open communication internally and externally.…”

“…In fact, it has been found that the implementation of workplace democracy will affect organizations positively. These impacts, according to (Grady, 1990;Harrison & Freeman, 2004;Holtzhausen, 2002;Luhman, 2006), can be summarized in the following points:…”

Emotional Ownership and Workplace Spirituality in Nigeria

“…More worker control over the functions that impact them "Reduce alienation, create a solidarity community based on work, strengthen attachments to the general good of the community, weaken the pull of self-interest and stimulate citizenship in the government of the enterprise itself (Dahl, 1985: 95). Individuals have control over their work tasks and innovations as well as ownership attitude is transferred into the work they do (Luhman, 2006). Improved trust and less fear,legitimacy for workers to question control are manifestations of a sense of belongingnesswhich actually builds the spirit of work in employees.…”

“…Worker group decisions may take an inordinate amount of time and may disrupt normal operations (Harrison & Freeman, 2004). Flatter, team-based organization structures Non-hierarchical controls (Luhman, 2006) Educate through participation thus inculcating democratic values in the citizens of the workplace (Grady, 1990) It is commonplace that industrial or business environment includes an atmosphere that is conducive for the execution of development programme of all sorts. It is pertinent to note that unions and employers, -whether at the government or the private sector or the individual level are partners in progress and it must be seen as such.…”