6.4. Workers

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But what do these models entail for workers?
People become the main axis of the company, which leads it to create new conditions to improve the capabilities and motivation of its workers.

As we have already said before, this type of model encourages companies to be less hierarchical and, therefore, decision making is more flexible.

What concepts define these types of models for the people who work in these companies?

  • Free access
  • Working in a democratic organisation
  • The person as the main value for the company
  • Autonomy at work
  • Remunerative solidarity
  • Inter-cooperation
  • Improved training
  • Etc.

The worker plays a leading role in the shift towards such participatory models.

Many companies can buy and install advanced technologies, but their competitors can do so too; nevertheless, competing is complicated when it comes to people’s knowledge and know-how. It is not possible to automatically or immediately buy and install the knowledge that is acquired day by day. Continuous learning is key and opens up new business opportunities.

Participatory models have an impact on business management and on the culture of organisations, impacting on people through personal development, and on companies through the management of policies and strategies, the management of HR, leadership and emotional intelligence.

Companies apply incentives to their workers, mainly monetary, as a variable to reach or exceed the established objectives, but companies and workers are in many cases not aware of the importance of the incentive of training and learning. Training takes place on the job (through teamwork, rotation, etc…), in the classroom or through e-learning.

Training should not only cover technical skills. It is also necessary to train cross-disciplinary skills in order to improve communication, teamwork, decision making…. All of them are skills that are necessary to assume responsibilities within organisations. All positions, from those with lesser responsibility, to top management positions. They must be aligned with these premises, otherwise it would weaken the strength of the message.

The adaptability and versatility of people are obtained through job rotation and training, reinforcing technical qualifications in order to work in more fundamental positions and moving towards multi-disciplinary teams.

The basic principles assumed by the people who work in a company with participatory models are:

  • Long-term approach based on the group’s solidarity and generosity.
  • People as the main asset of organisations.
  • Teamwork in order to clarify the objectives of the companies/group.
  • The common interest prevails over an individual one.
  • The client is the key to any company activity.
  • The model relies on the people that make up the organisation.
  • Allocating part of the profits to community projects.

For a company to work with a shared and participatory management model, this implies that all the people in the organisation share this participatory culture.
 
 
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