Abstract
This theoretical paper focuses on the issue of implementing democratic principles in modern day organizations facing turbulent and changing environments around them. The paper captures the notion of participatory style of management through the construct; organizational democracy. It traces the origin of this construct from theories and philosophies of political democracy. The paper also briefly describes the notion of economic democracy and why it failed to succeed in the face of partial success of political democracy. The underlying question which the paper raises is the role of organization structure and strategic leadership style in the successful implementation of democratic principles in organizations in the face of a turbulent and dynamic environment. The paper also attempts to raise some thought provoking questions for future research.
Highlights
People who grew up feeling comfortable and secure working for a manufacturing firm appreciate just how elusive stability and security are in these days when the companies across the globe are feeling the enormous impact of globalization on their style of work, leadership, communication, reporting mechanisms, and other structural and contextual dimensions of present-day companies
This paper presents the notion of organizational democracy to capture the participatory management style within a company and examines the relationship between this participatory style and other dimensions of the company like strategic leadership style and turbulent environment
This paper raises the critical question of the suitability of the application of organizational democracy in different organizations and under the influence of the interaction between their structural and contextual dimensions, resulting in unique settings or organizational designs and as such should serve as a food for thought for researchers to probe the following research areas:
Summary
People who grew up feeling comfortable and secure working for a manufacturing firm appreciate just how elusive stability and security are in these days when the companies across the globe are feeling the enormous impact of globalization on their style of work, leadership, communication, reporting mechanisms, and other structural and contextual dimensions of present-day companies. Samuel Loescher while examining the merits of a corporate progressive value addedtax to induce spin-offs by corporate giants to enlarge pluralism, notes the same merits of political democracy in including people to rise, but voices the above mentioned big tradeoff question when he asks, would adoption of any of these alternatives (tax incentives) be as economically efficient a use of citizens love for our democratic environment as a massive citizens campaign for tax incentives to limit corporate power? (Loescher, 1979). The recent researchers define corporate democracy as, referring to a system of democratic governance embedded in a supportive organizational structure that includes shared residual claims by all members in combination with democratic decision-making rules (Harrison, et al 2004). The basic theory underlying my proposed model of organizational democracy implementation in organizations is based on the interaction between its structural and contextual dimensions.
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