THE GREEN COMPANY: A CASE OF LABOR MANAGEMENT AND EMPLOYEE EMPOWERMENT IN A SMALL BUSINESS

Roger A. Hinson, R Wes Harrison (), David L. Deephouse and Barbara D. Minsky

International Food and Agribusiness Management Review, 1998, vol. 01, issue 2, 13

Abstract: The basis of this teaching case is a small nursery and landscape business in the Northeast United States. The case describes how the company attempted to implement a decentralization and employee empowerment program to move relevant decision-making closer to the work site. It illustrates that shifting from a centralized top-down style of management to a decentralized incentive driven style can create many challenges for a small business. Moreover, top management should be cautious about delegating responsibilities to line managers. Not all employees will be successful in this new environment, and without procedures for monitoring and control, significant learning may be necessary as employees move into this environment.

Keywords: Agribusiness; Labor and Human Capital (search for similar items in EconPapers)
Date: 1998
References: Add references at CitEc
Citations:

Downloads: (external link)
https://ageconsearch.umn.edu/record/34434/files/01020287.pdf (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ags:ifaamr:34434

DOI: 10.22004/ag.econ.34434

Access Statistics for this article

More articles in International Food and Agribusiness Management Review from International Food and Agribusiness Management Association Contact information at EDIRC.
Bibliographic data for series maintained by AgEcon Search ().