Management of a Business - New Belgium Brewery
Operations Management, Employee Ownership, and Leadership Provided by Management
I would describe the operations management at New Belgium Brewing to be very well run. Founder, Jeff Lebesch, and co-founder, Kim Jordan, implemented an open-management system in 1996. This means that employees are directly involved in running the company. Employees are given training so that they understand how all of the financials of the New Belgian Brewery work. Kim believes that understanding the financials helps employees pay closer attention to them. Employee, Doug Miller says, “Once Kim and Jeff decided to let us all know where everything was going, it made it real important for us to keep count of every keg, any cases that are damaged. You know, it all adds up.”
After a year of working for the company, each employee is given a share, and treated as a shareholder. Employees have a say in the overall direction of the company, and they work with the owners, rather than for them. This gives employees a vested interest in seeing the company progress further. The owners see all employee decisions and input as being very important to the success of the company. Chief Financial Officer, Jennifer V. Orgolini says, "How can you really care about the certain small things that are necessary to be done day in and day out if you don't have a larger purpose behind them?" Since employees are shareholders, the more profit the company makes, the more their share is worth. This creates an environment of employee-owners that all want to work towards making the company as successful as possible.
Employees all work at a similar level in separate, focused departments. Although, some departments needs to report certain things to other people and/or departments, no one in the company has more authority than anyone else. This is known as a decentralized organization, which means that everything is delegated as far down the chain of command as possible. Since employees to do not need to seek
I would describe the operations management at New Belgium Brewing to be very well run. Founder, Jeff Lebesch, and co-founder, Kim Jordan, implemented an open-management system in 1996. This means that employees are directly involved in running the company. Employees are given training so that they understand how all of the financials of the New Belgian Brewery work. Kim believes that understanding the financials helps employees pay closer attention to them. Employee, Doug Miller says, “Once Kim and Jeff decided to let us all know where everything was going, it made it real important for us to keep count of every keg, any cases that are damaged. You know, it all adds up.”
After a year of working for the company, each employee is given a share, and treated as a shareholder. Employees have a say in the overall direction of the company, and they work with the owners, rather than for them. This gives employees a vested interest in seeing the company progress further. The owners see all employee decisions and input as being very important to the success of the company. Chief Financial Officer, Jennifer V. Orgolini says, "How can you really care about the certain small things that are necessary to be done day in and day out if you don't have a larger purpose behind them?" Since employees are shareholders, the more profit the company makes, the more their share is worth. This creates an environment of employee-owners that all want to work towards making the company as successful as possible.
Employees all work at a similar level in separate, focused departments. Although, some departments needs to report certain things to other people and/or departments, no one in the company has more authority than anyone else. This is known as a decentralized organization, which means that everything is delegated as far down the chain of command as possible. Since employees to do not need to seek