Workplace Democracy Democratized: The Case for Participative and Elected Management

Abstract Traditional versions of workplace democracy imply that the decisions in which workers should have a say primarily concern governance issues. Worker cooperatives are, therefore, often cited as some of the most promising examples of workplace democracy. In this paper, I argue that a comprehensive and fully developed theory of workplace democracy should aim to democratize both spheres of power: governance and management. Indeed, there exists a broad spectrum of intermediate decision-making – carried out by middle and line management, such as team leaders, supervisors, superintendents, and foremen – that constitutes an often-overlooked site of power in worker cooperatives. The primary responsibilities of managers – which should remain subject to oversight by the workers – should therefore include facilitating and fostering democratic deliberation on work-related issues, supporting coordination efforts, and providing assistance to workers. This perspective also supports the view that managers themselves should be elected rather than appointed by the cooperative’s general manager or board of directors, as is usually the case.