In Chapter 12, page 219, authors present three main categories of management-sponsored programs.
1. Employee participation as problem-solving or decision-making groups that are to some extent outside of or beyond regular work activities.
2. Employee participation as a restructuring of work processes and activities, using self-directed or semi-autonomous work teams.
3. Employee ownership as economic investment in and/or overall governance of the organization.
I think the first approach is more suitable for Japanese culture, where spending lot of time at work and time with co-workers after time is common. In Silicon Valley, I think the third approach is widely seen where employees are commonly involved in stock plans, Incentives linked to companies performance etc.,
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Self-directed and autonomous teams have been used in U.S. organizations. And some companies are entirely employee owned. The first two approaches are possible to implement in the U.S., but employees must be trained in how to participate. For example, Ford tried changing to a team-based organizing approach at its River Rouge plant, but employees weren't really taught how to work in teams. They learned all the technical aspects of the jobs they had to do, but not how to work with each other. Soon, the plant went back to the old way of organizing.
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