Reference no: EM132925880
Semco, based in São Paolo, Brazil, was considered one of the most innovative democratic workplaces in the world. Ricardo Semler, the majority stockholder of the privately-owned company, had handed over total control of the company to the employees. The company actively promoted the principles of democracy, transparent communications, constructive dissent, creativity, and employee growth. The outcome was noteworthy-Semco's revenue, margins, employee strength, and business segments had expanded. Its inspired workforce was reflected in low attrition rates. As of 2003, Semco's businesses comprised the production of industrial mixers, manufacturing of cooling towers for commercial estates, property and facility management services, environmental consulting, e-businesses, and inventory management. In 2007, Semco was also getting its hospitality business started and was dabbling in hospital and airport ventures. Several observers were especially startled by the cultural metamorphosis that Semco had achieved, given that it began as a top-down driven autocratic set-up.
QUESTIONS TO Answer
1. Describe the change in management style at Semco
2. How would you classify Semco's organizational design?
3. Describe the Human Resources policies at Semco?
4. How did Semco handle downsizing?
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