no_more_bosses.pdf
no_more_bosses.mp3
6 Minute English
No more bosses
This is not a word-for-word transcript
Neil
Hello This is 6 Minute English from BBC Learning English I’m Neil
Georgina
And I’m Georgina
Neil
After working together at BBC Learning English for many years, Georgina, you
and I have a good working relationship, don’t we?
Georgina
Sure, I think we make a great team
Neil
But have you ever had a boss who you just couldn’t work with?
Georgina
Oh, you mean a bad boss – someone you just can’t get on with no matter how
hard you try Yes, I’ve had one or two over the years – not you of course, Neil
Neil
I'm glad to hear it, Georgina Often this happens because workers feel they
aren’t listened to by managers Or it might be because most companies are
hierarchies - systems of organising people according to their level of importance
Georgina
Managers on top, workers down below
Neil
But in this programme we hear from companies who’ve got rid of managers and
say it has helped them do a better job, made them happier and saved money
Georgina
We’ll meet a self-managing company which isn’t hierarchical and has no boss
And of course we’ll be learning some new vocabulary along the way
Neil
But first, today’s quiz question One of the biggest problems in hierarchies is the
excess cost of management and bureaucracy But how much is that estimated to
cost the US economy every year? Is it
a) 3 million dollars?,
b) 3 billion dollars?, or
c) 3 trillion dollars?
Georgina
I’ll say c) 3 trillion dollars – that’s one followed by twelve zeros - a lot of money
Neil
OK, Georgina, we’ll find out later if you’re right Now, one of the first companies
to experiment successfully with self-management was Californian tomato
grower Morning Star Here’s one of their employees, Doug Kirkpatrick, talking to
Dina Newman for the BBC World Service programme, People Fixing the World
Doug Kirkpatrick
The first principle was that human beings should not use force or coercion
against other human beings And the second principle was that people should
keep the commitments they make to each other and so we adopted them as
pretty much the entire governance of the enterprise
Georgina
Because Morning Star has no bosses, decisions are made by all employees
equally without coercion – the use of force to persuade someone to do
something they do not want to do
Neil
As self-managers, employees can’t tell other employees what to do Everything
is based on requesting someone to act and them responding
Georgina
This motivates and empowers workers but also means they must keep their
commitments - promises or firm decisions to do something when requested
Neil
This way of working is great for some – they feel listened to and have a voice in
how the company is run
Georgina
But Dina questions whether this is true for everybody working at Morning Star
Dina Newman
Would it be true to say that a self-managed company like yours empowers
people who are already very good and it leaves behind those who are not so
good?
Doug Kirkpatrick
I’m not sure I accept the phrase ‘left behind’ There are some people who take
full advantage of this environment; others take less advantage but they do
benefit because their voice is respected, when they do propose something it
must be listened to, they are not subject to force and coercion and if they don’t
act according to their commitments they can be held accountable by anyone
Neil
Having no bosses sounds great, but the extra responsibility can create more
work and stress Different workers respond to this in different ways and some
employees may be left behind - remain at a lower level than others because they
are not as quick to develop
Georgina
However other workers enjoy managing themselves and take full advantage of
the system - make good use of the opportunity to improve and achieve their
goals
Neil
No matter whether employees are good self-managers or not, ultimately they
are held accountable for their work performance – asked to accept responsibility
for the consequences of their actions
Georgina
So, although having no boss sounds good, if things go wrong, there’s no-one to
blame but yourself
Neil
So maybe we do need those managers after all – which reminds me of our quiz
question
Georgina
You asked me to estimate how much the US economy loses in excess
bureaucracy and managerial costs every year
Neil
And you said?
Georgina
c) 3 trillion dollars
Neil
Which was absolutely right Well done
Georgina
And the cost keeps rising because, of course, the more managers there are, the
more managers you need to manage the managers
Neil
Today we’ve been looking at the world of self-management - companies run
without bosses, which, unlike most businesses, are not based on a hierarchy –
system of organising people according to their level of importance
Georgina
Instead companies like San Francisco’s Morning Star allow employees to make
their own commitments – promises to act, rather than using coercion – or
forceful persuasion – to get results
Neil
Many employees react positively to this working environment and take full
advantage of it - make good use of the opportunity to progress or achieve their
goals
Georgina
However, there is a risk that others who are more comfortable being managed
may get left behind - remain at a lower level than others because they are not as
quick to improve and adapt
Neil
But whatever their job role or feelings about self-management, all workers are
held accountable – asked to accept responsibility for their performance at work
Georgina
Meaning they take can the credit for when things go well…
Neil
…but have nobody to hide behind when things go badly
Georgina
That’s all from us today, but remember to join us again soon for more topical
discussion and related vocabulary here at 6 Minute English from BBC Learning
English
Neil
Bye for now
Georgina
Bye
VOCABULARY
hierarchy
system of organising people according to their level of importance
coercion
the use of force to persuade someone to do something they do not want to do
commitment
a promise or firm decision to do something
left behind
remain at a lower level than others because you are not as quick to improve,
develop or progress
take full advantage (of)
make good use of an opportunity to progress or achieve a goal
be held accountable
accept responsibility for the consequences of your actions
