{"product_id":"106048","title":"Democracy stops at the company door. ","description":"\u003ccenter\u003e\u003cdiv style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/tmgdisk01.cafe24.com\/images\/vs\/4172\/sv\/3jYHQJ2DAeYKrYWm2wxw19pKVTIBZZ.png?v=1765124643\" style=\"max-width:100%;max-height:10px\"\u003e\u003c\/div\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\n\n\u003cdiv style=\"width:95%\"\u003e\n\n\u003cdiv style=\"text-align:center;font-size:30px;font-weight:bolder;line-height:1.6em\"\u003e Democracy stops at the company door. \u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"border-bottom:1px;border-bottom-style:dotted;border-color:;padding-bottom:20px\"\u003e\u003ccenter\u003e\u003ctable align=\"center\" width=\"100%\"\u003e\u003ctbody style=\"border:0px\"\u003e\n\n\u003ctr\u003e\u003ctd align=\"center\" style=\"line-height:1.2em;text-align:center;font-size:18px;color:black;font-weight:bold;padding-bottom:20px;\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\u003ctr\u003e\u003ctd style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/image.yes24.com\/goods\/67129441\/XL\" style=\"max-width:100%;height:auto\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\n\u003c\/tbody\u003e\u003c\/table\u003e\u003c\/center\u003e\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;{split_style6}padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e Description \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;word-break:break-all;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eBook Introduction\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003ctable\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd\u003e\u003cdiv\u003e\u003cdiv\u003e \u003cb\u003eWhy can't I sleep again today because of the injustice?\u003cbr\u003e \"What is Justice?\" for Korean Office Workers\u003cbr\u003e\u003c\/b\u003e \u003cbr\u003eA company that is sometimes like a family and sometimes like a gangster.\u003cbr\u003e A company where you have to work and also do politics.\u003cbr\u003e A company that employs a CEO, team leader, and even senior employees... The suffering Korean workers endure includes not only the work itself, but also the organizational pain that arises during the \"process\" of working.\u003cbr\u003e Does working like this increase productivity? There's no evidence to suggest so.\u003cbr\u003e It's time to stop this 'orderly stupidity' happening in our workplaces.\u003cbr\u003e Woo Seok-hoon, an all-round intellectual and field economist who covers politics, economics, and culture, raises the topic of 'workplace democracy' in our society.\u003cbr\u003e This is the first book to analyze the unprecedented phenomenon of workplace bullying in South Korea using the language of social science and the logic of economics, and to suggest alternatives.\u003cbr\u003e\u003cbr\u003e\n\u003c\/div\u003e\u003c\/div\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/tbody\u003e\u003c\/table\u003e\n\u003cdiv\u003e\u003cul\u003e\u003cli\u003e You can preview some of the book's contents.\u003cbr\u003e \u003cspan\u003ePreview\u003c\/span\u003e\n\n\u003c\/li\u003e\u003c\/ul\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eindex\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e Author's Note\u003cbr\u003e \u003cbr\u003ePrologue | Democracy, Open the Office Door and Enter\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 1.\u003cbr\u003e The company is not an exception to democracy.\u003c\/b\u003e\u003cbr\u003e Akbari female employee\u003cbr\u003e I can't tell my mom about my salary.\u003cbr\u003e Sleeping Office Princess\u003cbr\u003e Senior and junior, military or gangster?\u003cbr\u003e A great country for business, a very good country\u003cbr\u003e The Game Rules of Organizational Failure and Downfall\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 2.\u003cbr\u003e Team leader democracy\u003c\/b\u003e\u003cbr\u003e People who moved from the Liberty Korea Party to the Democratic Party of Korea\u003cbr\u003e Willingness to pay for horizontal relationships\u003cbr\u003e Team leader is bad\u003cbr\u003e Team Leader Training Center\u003cbr\u003e Workplace Democracy Certification System\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 3.\u003cbr\u003e gender democracy\u003c\/b\u003e\u003cbr\u003e When a woman turns thirty\u003cbr\u003e Beyond Handicaps, Women's Labor\u003cbr\u003e The Kim Young-ran Act and the 52-Hour Workweek: A Women's Economic Era\u003cbr\u003e From company welfare to national welfare, workplace childcare\u003cbr\u003e Equal Pay Day, April 4, 2017\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 4.\u003cbr\u003e Owner Risk and Owner Democracy\u003c\/b\u003e\u003cbr\u003e Steve Jobs and Hereditary Capitalism with Children\u003cbr\u003e Outside directors, I don't know if there are such people.\u003cbr\u003e Audit committee without audit  \u003cbr\u003eStewardship Code: A Brake for Fairness\u003cbr\u003e Workplace Democracy Committee\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 5.\u003cbr\u003e Democracy in our workplace\u003c\/b\u003e\u003cbr\u003e KBS Democracy, For High-Quality Diversity\u003cbr\u003e Asian Democracy: Can They Be Happy Too?\u003cbr\u003e Hospital Democracy: I'm in Pain Too\u003cbr\u003e School Democracy, a Land of Happiness!\u003cbr\u003e Samsung Democracy: The Nomenklatura Are Coming\u003cbr\u003e Seoul Milk Democracy: The World of Cooperatives\u003cbr\u003e Kakao Democracy: This is Another Home\u003cbr\u003e Travel Doctor Democracy, the Ultimate Workplace Democracy\u003cbr\u003e\u003cbr\u003e \u003cb\u003eChapter 6.\u003cbr\u003e Capitalism with a human face\u003c\/b\u003e\u003cbr\u003e Sowing the seeds of hope\u003cbr\u003e Equal pay for equal work, equal treatment: the three principles\u003cbr\u003e Workplace Democracy\u003cbr\u003e For more mutants\u003cbr\u003e Orderly foolishness\u003cbr\u003e The Problem of Job Interviews and Job Corruption\u003cbr\u003e\u003cbr\u003e Epilogue | It's Time to Talk About Workplace Democracy\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eInto the book\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e Overcoming the military-style model of obedience to orders is the simplest definition of workplace democracy. \u003cbr\u003eHowever, since the Park Chung-hee era, our country has emphasized a military-style culture throughout society, and this has been combined with another vertical culture, the senior-junior culture through public recruitment, which is unheard of in other countries.\u003cbr\u003e The brotherly culture of the military and organized crime syndicate has blossomed into a thriving industry.\u003cbr\u003e Since organized crime doesn't hire people through open recruitment, the hierarchy among gangsters isn't as orderly as that of corporations.\u003cbr\u003e At this point, the word modernization is more appropriate than democratization for our society.\u003cbr\u003e Page 48 [Seniors and Juniors, Military or Gangsters?]\u003cbr\u003e\u003cbr\u003e If we introduce a performance-based pay system that rewards employees for their efforts, will it truly lead to a dramatic improvement in performance? People will start expending their energy to create the illusion of improved performance.\u003cbr\u003e Then, companies introduce more performance-based pay.\u003cbr\u003e So? It ends up failing. \u003cbr\u003eIf an organization with 100 power, an organization with 70 power, and an organization with 50 power were to face off, who would win?\u003cbr\u003e Page 58 [The Game Rules of Organizational Failure and Downfall]\u003cbr\u003e\u003cbr\u003e There will be changes in the way we work.\u003cbr\u003e The era of male elites making decisions while eating and drinking is coming to an end.\u003cbr\u003e We are also changing the way we make important decisions together during working hours and in bright places, over tea or other beverages.\u003cbr\u003e The changes brought about by the Kim Young-ran Act and the 52-hour workweek are in that direction.\u003cbr\u003e At least this change is more beneficial to women than having to decide important matters like greetings at secret dinners.\u003cbr\u003e It's not just women.\u003cbr\u003e This is a more advantageous method for the majority of employees who have difficulty accessing the secret power structure.\u003cbr\u003e Page 113 [The Kim Young-ran Act and the 52-Hour Workweek: The Era of Women's Economy]\u003cbr\u003e \u003cbr\u003eNot only does Kakao have no rank system, but its information management is also more horizontal.\u003cbr\u003e The internal intranet, called 'Ajit', is operated transparently to ensure that there is no information monopoly by superiors, planning departments, or secretarial offices.\u003cbr\u003e Except in cases of extremely confidential development projects where access is by invitation only, information is generally disclosed to all members of the organization.\u003cbr\u003e In the same way, corporate card usage details are also disclosed.\u003cbr\u003e It is a situation where all employees can see how much each person spent on company dinners or business trips.\u003cbr\u003e It's a bit different from many large companies where you have no idea who executives are meeting or what they're doing.\u003cbr\u003e (…) Which is more desirable: an organization that tightly conceals trivial matters as \"business secrets,\" or one that shares everything it can? _Pages 224-225 [Kakao Democracy: This is Another Hometown]\u003cbr\u003e \u003cbr\u003ePeople who are more creative and proactive in their work are, from a conventional perspective, a kind of mutant.\u003cbr\u003e They do things they are not told to do, and even things they are not recommended to do or told not to do.\u003cbr\u003e Each person moves to become a mutant of their own time, and so, whether successful or not, they do not feel much fear of living within the framework of a welfare state-based system. That is the core element of the Nordic style.\u003cbr\u003e Allowing and encouraging mutants at a national level is welfare.\u003cbr\u003e And at the corporate level, that's workplace democracy.\u003cbr\u003e Page 253 [For More Mutants]\u003cbr\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e --- From the text\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003ePublisher's Review\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e \u003cb\u003eWritten by economist Woo Seok-hoon\u003cbr\u003e South Korea's First \"Workplace Democracy\" Report\u003cbr\u003e\u003c\/b\u003e\u003cbr\u003e “Why do companies recognize an authoritarian regime that the state cannot recognize?  \u003cbr\u003e“Why Can’t Business Be Democratized?” _Robert Dahl (Professor of Political Science, Yale University)\u003cbr\u003e\u003cbr\u003e The number of new employees who passed the final selection process for Kangwon Land, a government-run public enterprise, in 2012-2013 was 518.\u003cbr\u003e It was revealed that all 518 new employees were subject to job requests.\u003cbr\u003e Companies are also overflowing with all kinds of 'parachutes', including the 'chairman's' sons and daughters, as well as sisters-in-law and brothers-in-law.\u003cbr\u003e From the water cup-throwing incident of Korean Air's Cho Hyun-min, to the sexual harassment of a female flight attendant by the chairman of Asiana Airlines, to the phenomenon of 'taeum' (swearing at) nurses at Severance Hospital in Sinchon, to the recent violence against employees by Yang Jin-ho, the chairman of WeDisk, the undemocratic practices in the workplace, represented by 'gapjil', have become unique to South Korea, regardless of whether it is public or private, large or small.\u003cbr\u003e Since the Candlelight Revolution, democracy in our society has reached world-class levels, but corporations still remain an \"exception to democracy.\" \u003cbr\u003eCompared to the level of democracy in our society as a whole, the level of democracy in our workplaces is significantly lower.\u003cbr\u003e Author Woo Seok-hoon diagnoses that this problem has gone beyond reducing individual happiness to the point where it is hindering national competitiveness.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e Woo Seok-hoon, an all-round intellectual and field economist who covers politics, economics, and culture, raises the topic of 'workplace democracy' in our society.\u003cbr\u003e This book is the first to analyze the unprecedented phenomenon of workplace bullying in South Korea using the language of social science and the logic of economics, and to suggest alternatives.\u003cbr\u003e Countless South Korean workers tell stories of the unfair treatment they face at work, sometimes with satire and self-mockery, and sometimes with fear and despair. However, their voices have never been able to transcend the emotions of resentment and anger.\u003cbr\u003e Many people sympathized with the expression 'gapjil', but could not find a solution. \u003cbr\u003eBooks discussing \"quitting\" as a workplace discussion are popular, and injustices occurring outside the realm of fairness, justice, and the law are reported in the form of reports. However, there has never been an analysis of bizarre workplace behaviors in the language of social science and a discussion of solutions in the realm of economics.\u003cbr\u003e This book presents the concept of \"workplace democracy,\" which contains the direction our society should take beyond \"workplace bullying,\" and invites discussions about business and democracy into the public sphere.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e \u003cb\u003eFrom ‘workplace bullying’ to ‘workplace democracy’\u003cbr\u003e Finding solutions beyond anger\u003cbr\u003e\u003c\/b\u003e\u003cbr\u003e “Does democracy feed you?” I’ve been asked this question for a long time.\u003cbr\u003e I'm still not sure if it'll feed you, but it'll at least keep you from saying \"Fuck\" over and over again. \u003cbr\u003eIt can help you avoid messy reasons for quitting, like “I quit because it’s dirty.”\u003cbr\u003e Isn't that the bare minimum of democracy in daily life? Isn't creating those conditions no more difficult than ousting Choi Soon-sil? _Page 274\u003cbr\u003e\u003cbr\u003e The 'workplace democracy' that author Woo Seok-hoon talks about is not something grandiose.\u003cbr\u003e It is not a big thing, but a small thing, closer to a democracy of daily life than a political democracy.\u003cbr\u003e It is not something that must be achieved through bloodshed through a great struggle for democracy, nor is it something that requires a huge amount of national money like welfare.\u003cbr\u003e It is a matter of individual companies deciding to establish workplace democracy and establishing cultural and institutional procedures one by one.\u003cbr\u003e The author defines workplace democracy in a broad sense as “reducing conflicts caused by hierarchy within the workplace and creating a more horizontal structure than the current one” (p. 72). \u003cbr\u003eAnd we propose a specific method based on three frameworks.\u003cbr\u003e Team leader democracy, gender democracy, and owner democracy are the three.\u003cbr\u003e\u003cbr\u003e \u003cb\u003e① Team leader democracy\u003cbr\u003e\u003c\/b\u003e\u003cbr\u003e 'Team Leader Democracy' addresses the issue of 'small' power represented by team leaders within an organization.\u003cbr\u003e If we were to name two axes on which decision-making is concentrated within a company, the CEO or president would be one axis within the management team, and the team leader would be the other axis within the working-level staff.\u003cbr\u003e While the problems stemming from executives, such as CEOs and presidents, have been discussed numerous times, the conflicts that arise among working-level staff, such as team leaders and team members, and superiors and subordinates, have never been formally discussed.\u003cbr\u003e Rather than trying to structurally resolve problems among members of an organization at the company level, they viewed them as personal problems that had to be endured, “if you’re lucky enough to have a not-so-bad team leader, you’re lucky, but if you’re really unlucky enough to have a ‘psycho,’” \u003cbr\u003eHowever, “Great power is scary, but small power is sticky.” The countless unfair practices that arise within the workforce, such as workplace bullying, sexual harassment, verbal abuse, and after-hours work orders, do not all contribute to increasing the company’s profitability or are things the CEO orders them to do.\u003cbr\u003e The author diagnoses that these problems stem from vertical hierarchy and concentration of power within the workplace and explores various institutional solutions.\u003cbr\u003e For example, just as new employees receive job orientation and judges undergo judicial training, I suggest creating an educational institution such as a \"Team Leader Training Center\" to ensure that team leaders receive at least minimal training in workplace democracy.\u003cbr\u003e They argue that a \"workplace democracy committee\" should be established to provide a procedure for team members to protest when, for example, a serious problem arises due to their team leader. \u003cbr\u003eIt's one thing for team leaders to know their jobs well, and another thing to know what to do and how to do it as a leader.\u003cbr\u003e Even simply \"embedding the concept\"—making mid-level executives who play a crucial role in each workplace aware of the concept of \"workplace democracy\"—could solve many of the problems we face today.\u003cbr\u003e\u003cbr\u003e \u003cb\u003e② Gender Democracy\u003cbr\u003e\u003c\/b\u003e\u003cbr\u003e 'Gender democracy,' which has now become an undeniable trend of the times, addresses the working conditions of women in the workplace.\u003cbr\u003e However, 'gender democracy' is not limited to women's issues, but also includes the issues of socially vulnerable groups such as irregular workers and dispatched workers.\u003cbr\u003e Because the devices created for women, who are economically weak, generally work the same way for other economically weak people.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e If conditions for women improve in the workplace, will men be disadvantaged? No. \u003cbr\u003eAs women's conditions improve, the conditions of disadvantaged men also improve to some extent.\u003cbr\u003e If the treatment of female irregular workers is improved, the treatment of male irregular workers will naturally improve as well.\u003cbr\u003e Page 31\u003cbr\u003e\u003cbr\u003e What are the workplace conditions like for women in our country? Equal Pay Day in the United States in 2017 was April 4th.\u003cbr\u003e This means that a woman would have to work four months and four days longer to earn a man's annual salary.\u003cbr\u003e In our country, Equal Pay Day doesn't come until the spring of April, when flowers bloom, but rather in the summer.\u003cbr\u003e The author examines women's working conditions, which lag far behind those of advanced nations, and reminds us that expanding women's workforce is not a matter of \"justice,\" but rather a matter of increasing efficiency and profitability within the workplace.\u003cbr\u003e Developed countries such as Germany, France, the Netherlands, and Norway have recently actively introduced 'female executive quotas' that require companies to have female executives not just one or two but up to 30%. \u003cbr\u003eThis is because when women participate in large numbers in an organization that is comprised entirely of men, it creates heterogeneity in itself, which can change the uniform organizational culture centered on male elites.\u003cbr\u003e The author argues that this approach is the ultimate survival strategy adopted by global corporations after the financial crisis, and in that sense, gender democracy is the cutting-edge workplace democracy we must ultimately pursue.\u003cbr\u003e As part of the institutional solution, it discusses specific measures to convert company benefits such as maternity leave, childcare leave, and workplace daycare centers into national welfare, and introduces the concept of the \"three principles\" of equal pay and equal treatment for equal work.\u003cbr\u003e\u003cbr\u003e \u003cb\u003e③ Owner democracy\u003cbr\u003e\u003c\/b\u003e\u003cbr\u003e The author's diagnosis is that the harm caused by the absence of 'owner democracy' has remained a chronic problem since the advent of capitalism, but in the case of Korea, the severity of the problem is extremely great. \u003cbr\u003eA representative example is the problem of 'hereditary capitalism', in which not only corporations and universities, but even churches, which are God's assets, are passed down through hereditary hands.\u003cbr\u003e The second generation of chaebols is a thing of the past, and there are already places talking about the fourth generation succession after the third generation.\u003cbr\u003e In the long term, we should seek more fundamental changes, commonly referred to as \"chaebol reform,\" but in the short term, we should consider workplace democracy as a way to reduce the risks of unchecked owner-management.\u003cbr\u003e\u003cbr\u003e First, it is urgent to strongly supplement the outside director system and audit system, which have become ineffective, and to strengthen the \"stewardship code\" that monitors whether public funds, which are the people's money, are being used fairly by companies. \u003cbr\u003eCouldn't the Cho Hyun-min scandal at Korean Air, the \"work-hoarding\" that occurred during the Samsung Group succession process, and the tens of trillions of won in operating losses suffered by the Korea Water Resources Corporation during the Four Major Rivers Project have been prevented? The author's criticism of the current, empty audit system is sharp.\u003cbr\u003e “Outside directors, who were expected to act as watchdogs, have become the owners’ loyal pets.\u003cbr\u003e “If you tell me to bite, I bite. If you tell me to bark, I bark.”\u003cbr\u003e We also propose a plan where the government takes the lead and requires each company to obtain ‘workplace democracy certification.’\u003cbr\u003e Just as companies receive environmental or quality certifications, it is important to ensure that democracy is well-established in the workplace.\u003cbr\u003e A modern management system begins with having a manual.\u003cbr\u003e For example, the core of quality control consists of the process of creating a manual, inspecting it, and improving errors in the process. \u003cbr\u003eThe author argues that organizational management under the name of 'workplace democracy' is not much different from quality management.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e Do we not have \"good jobs\"? No, we don't.\u003cbr\u003e The author personally explores various companies and interviews relevant individuals to introduce successful companies that have fostered workplace democracy, such as Travel Doctor, Seoul Milk, and Kakao.\u003cbr\u003e Ultimately, we conclude that the problem is not capitalism itself, but rather the failure to establish proper democracy within the workplace as a culture and system.\u003cbr\u003e Workplace democracy is a natural concept that advanced countries have been developing for a long time, but it has been hidden and delayed for us.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e \u003cb\u003eWorkplace democracy will enrich us.\u003cbr\u003e Economist Woo Seok-hoon's Last Alternative for Our Economy\u003cbr\u003e\u003c\/b\u003e \u003cbr\u003eI believe workplace democracy is almost our only and last hope for working together, because it is a realistic alternative we can leave to the next generation who will ultimately have to work to make a living.\u003cbr\u003e A society where we are treated better than we were treated at work—can't we create and pass that on to others? It's not a grand vision, but the Korean economy seems to be the only stepping stone that allows us to imagine a future better than our current one.\u003cbr\u003e _Page 240\u003cbr\u003e\u003cbr\u003e The presence or absence of workplace democracy creates a distinction between more horizontal and more vertical organizations. \u003cbr\u003eWhich would be better: an office where talking back to the boss feels like a disaster, where even conversations are considered cautious, or an office with more boisterous, sometimes misfire-prone subordinates? The core elements of what we call the advanced Nordic style flourish in this kind of free-spirited atmosphere.\u003cbr\u003e Allowing each employee more freedom is the greatest advantage of workplace democracy.\u003cbr\u003e There is no change or innovation within the vertical hierarchy and authoritarian military culture of obedience to orders.\u003cbr\u003e Individualism, diversity, and the acceptance of unfamiliar, strange, and sometimes unruly mutants within the organization—this is the direction advanced companies are moving toward.\u003cbr\u003e In a corporate culture where “if you don’t like the monk, leave”, the organization is bound to fail.\u003cbr\u003e The interests of the company and workplace democracy do not conflict with each other. \u003cbr\u003eThe author tells us that workplace democracy is not just a matter of justice or human rights.\u003cbr\u003e The diagnosis is that the current slump in the Korean economy is due to the failure to appropriately transform workplace democracy at a time when it was needed.\u003cbr\u003e I predict that unless we dismantle the relentless uniformity and sameness we have maintained, there will be no future for our economy.\u003cbr\u003e The only hope that will open that path is ‘workplace democracy.’\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e The point of this book is not far away.\u003cbr\u003e I'm not suggesting that we make our workplaces like heaven.\u003cbr\u003e However, this book shows that making it a better place than it is now is not that difficult.\u003cbr\u003e It shows that workplace democracy is not a revolution, but something that can be created through institutions, dialogue, and atmosphere.\u003cbr\u003e I can't live like that forever, suffering at work and contemplating suicide. \u003cbr\u003eIf more people start using the six words \"workplace democracy,\" change will eventually happen.\u003cbr\u003e We will make it so. \u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e GOODS SPECIFICS \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eDate of publication:\u003c\/strong\u003e December 10, 2018\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePage count, weight, size:\u003c\/strong\u003e 280 pages | 450g | 145*217*20mm\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN13:\u003c\/strong\u003e 9791160402087\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN10:\u003c\/strong\u003e 1160402086 \u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cspan\u003e\u003c\/span\u003e\n\n\u003c\/center\u003e\n\n\n\u003c\/center\u003e","brand":"LIBRAIRIE COREENNE","offers":[{"title":"Default Title","offer_id":43893982396458,"sku":"106048","price":23.0,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0683\/2750\/5962\/files\/c07c920099f9d901c6a4e3357b13f42b.jpg?v=1765427952","url":"https:\/\/librairie.coreenne.fr\/en\/products\/106048","provider":"LIBRAIRIE COREENNE","version":"1.0","type":"link"}