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Managing without Managers Ricardo Semler hbr - 1989

Managing without Managers Ricardo Semler hbr - 1989. Overview of company. Semco is one of Brazils fastest growing companies Named Best company in Brazil to work for Three Values: Democracy, profit sharing, information Encourage experiment and conceptual change

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Managing without Managers Ricardo Semler hbr - 1989

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  1. ManagingwithoutManagers Ricardo Semlerhbr - 1989

  2. Overview of company • Semco is one of Brazils fastest growing companies • Named Best company in Brazil to work for • Three Values: Democracy, profit sharing, information • Encourage experiment and conceptual change • Treats employees as “responsible adults”

  3. Democracy and Employee Involvement First value

  4. Participatory Management • Four obstacles To Participatory Management • Size • Hierarchy • Lack of Motivation • Ignorance • Anthony Jay’s 1950’s Corporate Man

  5. PYRAMIDS AND CIRCLES

  6. Organizational Circle • Semco designed an organizational circle to replace the organizational pyramid • Contains 3 concentric circles • First-Counselors • Second-Partners • Associates and Coordinators

  7. Organizational Circles Cont. • Switched because of their view on organizational pyramids • Pyramids emphasize power whereas the circle promotes employee involvement • Some decisions made by company-wide votes • Example: Purchase of new factory

  8. HIRING ADULTS

  9. Review Treating employees as if they are adults allows workers to use common sense and in turn promotes personal responsibility Therefore, letting them do whatever the hell they want breeds a culture of capable, accountable, and responsible employees

  10. HUNTING THE WHOLLY MAMMOTH

  11. Hunting the Mammoth • If you don’t appoint a leader, one will emerge • Roles FIND the person • Results not status

  12. Profit Sharing Semco’s Second Value

  13. Corporate profit sharing is today’s mammoth meat • Most successful when there is a broad program of employee participation

  14. TRANSPARENCY

  15. TRANSPARENCY

  16. Information Semco’s Third Value

  17. Transparency • Sharing all of the information & not holding back anything • Confidential Salaries… • The relevant information became insignificant

  18. Letting Them Do Whatever the Hell They Want • Choosing your own: • Pay • Job Title • Dress Code • Office Decorations • Work Hours

  19. Overview • Semco is a company with a unique system • The level of employee involvement could be considered as overwhelming to many companies • Employee’s are “treated as adults” • Semco’s Three Core Values • Democracy, Profit-sharing, information http://www.freibergs.com/resources/articles/leadership/semco-insanity-that-works/

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