workers have nothing to lose but their chains. They have a world to gain.
Workers of the world unite. Karl Marx
are the people who the organization depends on, by making sales, repairing
machines, collecting payments, giving lectures, driving trucks or stacking
shelves. The term 'worker' in our model includes ‘staff’ and ‘employees’.
Some companies consider it so important that everyone understands how their
organization works ‘at the sharp end’, that all new people (administration,
technical, support, etc.) have to spend some time on the factory floor,
delivering services, dealing directly with customers, etc.
Who are the workers?
Workers may not
always be actual employees, for example, charity workers collecting donations
in their spare time or parents helping out at school. In
any particular organization the workers may have widely differing contracts or
no contracts at all. Some may be paid on the basis of fixed hours and salaries;
for others, the hours and pay may be variable. In some industries, workers are
taken on only for a specific season or to cope with an overload of work at
specific times of the year.
Treatment of workers: An organization may
consider its workers as a resource to be moved around, used and expended or it
may consider them as an asset to be developed, trained and nurtured. Many
organizations say that their most important asset is their employees, but
similar organizations will almost certainly have similar
employee profiles (education, qualifications, gender, background, social class,
etc). The difference between successful and mediocre performance of an
organization is not in the employees per
se but in their training, the resources put at their disposal, their
motivation and the leadership shown by management. An organization should not
presume that it can hire intrinsically better people than its competitors!
and encouraging: The
most successful organizations listen to their employees and encourage
suggestions as to how the organization's performance can be improved - after
all, it’s the employees actually making products, supporting customers and
collecting debts, who really know what goes on. It is often workers at the
lowest reporting level who know the value of quality, customer satisfaction and
flexibility, while middle ranking managers can be out of