Professional Documents
Culture Documents
(after a strike at one of the largest member co-operatives), managers and governing council members are no
longer permitted to chair the social council. Members can join trade unions but by-laws restrict the right to
strike (on the basis that members already control their enterprise). Elected representatives can now register
their affiliations with other organisations and speak on their behalf: this provision allows members of a trade
union to represent its view in the various councils.
General
General Assembly
Assembly Operational
Departments
Elects Reports Reports Elects
Consults
Discusses
Governing Council
Governing Council Social
Social Council
Council
Appoints
Joint Body
Joint Body Appoints Advises Monitors Directs
Nominates
MDDirector
Managing Executive
Executive
Reports
Oakeshott (1990) reports that there is a strong disciplinary code for workers. Against this, however, it is
extremely rare for any member to be expelled. Members can ask the social council to investigate the conduct
of (or, at least, obtain explanations from) managers who have disciplined members. Even in cases of theft,
workers are suspended for a period (and may lose their share of profits), but are not excluded permanently
from the organisation. Cheney (1999, p. 139) reports that:
The culturally grounded tradition of discussion, debate, and confrontation is still alive within [the] MCC…In
marked contrast to my experiences as a researcher and consultant in the U.S. organizations, I found nearly all
employees of the cooperatives to be quite open in voicing their criticisms of their supervisors, managers, and
elected officials; there was clearly little or no fear of reprisal.
While there has been criticism of the way that the Mondragon co-operatives have eroded trade union
membership and working class traditions (Kasmir, 1996), most academics and practitioners (including the
United Nations) continue to applaud the achievements on Mondragon as one of the finest examples of
workplace democracy and "employee voice" in the world (Forcadell, 2005).
References:
Cheney, G. (1999) Values at Work, ILR Press/Cornell University Press
ICA (2009), Global Coop 300, http://www.global300.coop/en/profiles/mcc, accessed 14 Jan 2009.
Forcadell, F. (2005) “Democracy, Cooperation and Business Success: The Case of Mondragon Corporacion
Cooperativa”, Journal of Business Ethics, 56: 255-274.
Kasmir, S. (1996) The Myth of Mondragon, State University of New York Press.
Oakeshott, R. (1990) The Case for Worker Co-ops (2nd Edition), Macmillan.
Ridley-Duff, R. J. (2005) "In Search of Utopia", Social Enterprise: SEM Extra,
http://www.socialenterprisemag.co.uk/index.asp?page=101.
Ridley-Duff, R. J. (2007) Emotion, Seduction and Intimacy: Alternative Perspectives on Organisation
Behaviour, Bracknell: Men's Hour Books, http://www.scribd.com/doc/4912718
Turnbull, S. (1994) “Stakeholder Democracy: Redesigning The Governance of Firms and Bureaucracies”,
Journal of Socio-Economics, 23(3): 321-360.
Whyte, W. F., Whyte, K. K. (1991) Making Mondragon, New York: ILR Press/Itchaca.