Worker Democracy and Worker Productivity

A major source of oppression in industrial and post-industrial society is the restrictive and highly authoritarian nature of the workplace. One response is to democratize the workplace by increasing the participation of workers in making decisions and in choosing and evaluating managers as well as sharing in the ownership of the firm. These are not new ideas, and there are many examples of organizations pursuing various forms of democratic practices. However, a major objection is that such participation would compromise economic and other types of organizational productivity. This article examines the empirical support for that argument over a wide range of types of organizations in which workers participate in important decisions affecting their welfare. The overall results of this survey across many different forms of work organization suggest that the evidence supports the opposite conclusion, that worker participation increases productivity, particularly when workers share the benefits of higher productivity. The challenge is to ascertain ways of spreading these practices more widely.     

Local Authorities and Non–elected Agencies: Strategic Responses and Organizational Networks

This article deals with developing relationships between local authorities and local non–elected public service agencies in England and Wales. It classifies local authority responses to the growth of the non–elected state. Account is taken of varying agency characteristics and the constraints and dilemmas they face. From the local authority vantage point what is at stake is organizational (re)positioning in a changing institutional environment. Insights derived from strategic management are therefore utilized. But resource dependencies and exchanges also manifest themselves in these emerging relationships. Moreover, account must be taken of the scope for local authorities to be 'network managers' given the structural reconfiguration of the local state. The analysis therefore takes on board organizational networking theoretical frameworks. Although central government remains best placed to manipulate the 'rules of the [new and uncertain] game', interesting possibilities present themselves if local authorities can show more strategic skill than in the recent past.     

Norway: The 1981 election confirms trend to the right

The Storting election of 13 and 14 September 1981 resulted in a marked swing to the right, a trend which has been evident since the middle of the 1970s (Valen, 1976; Valen, 1978; Kristiansen & Holbæk Hansen, 1980). The socialist parties lost their majority in the Storting, and the Labour minority government which had been in power since 1973, resigned. After an unsuccessful attempt to form a coalition government between the three leading bourgeois parties, the Conservative party, the Agrarian Centre party and the Christian People's party, the Conservatives formed a minority government with parliamentary support from the two other parties.