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Control in the Democratised Enterprise: the Case of KME

  • Tony Eccles

Abstract

The previous chapters have described how management prerogative has been modified from the authority of position to the authority of competence and technical skill. Contributors have shown that unions have extended their surveillance over management and increased the scope and share of joint regulation of organisational affairs. The logical extension of that process might seem to be the total displacement of management as representatives of capital and as controllers of the workforce. However, for a variety of reasons, workers and their unions have been wary of driving their influence over work matters to the point where the workers take control.

Keywords

Trade Union Collective Bargaining Socialist Enterprise Shop Floor Limited Liability Company 
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Notes

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    A. J. Eccles, ‘Sit-ins, worker co-operatives and some implications for organisation’, Personnel Review vol. 6, no. 2 (1977).Google Scholar
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    John Bank and Ken Jones (eds), Worker Directors Speak (Farnborough: Gower Press,1977) p. 53.Google Scholar
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    Giles Radice (ed.), Working Power Fabian Society Tract No. 43, (1972) p. 12.Google Scholar
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    A. J. Eccles, ‘K.M.E.’ in The New Worker Co-operatives, ed. Ken Coates (Spokesman Books, 1976 ).Google Scholar
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    A. J. Eccles, ‘Industrial Democracy and Organisational Change’, Personnel Review Vol.6, no.1 (1977).Google Scholar
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    Paul Chaplin, ‘Dreams and Realities: Worker Co-operatives in the market economy: The case of K.M.E.’ unpublished MBA dissertation, University of Manchester, 1978.Google Scholar
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    R. Vitak, in Socialist Register, ed. Ralph Miliband and John Saville (Merlin Press, 1971 ).Google Scholar
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Copyright information

© Palgrave Macmillan, a division of Macmillan Publishers Limited 1979

Authors and Affiliations

  • Tony Eccles

There are no affiliations available

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