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Open book management goes beyond the bottom line

Sharing critical business information with employees is important to ensure that there is an alignment of thinking between the company and those who carry out the day-to-day tasks that effectively turn visions into reality. Much has been written about corporate strategies, visions, missions and transforming organizational cultural through providing clear messages and actions to the workforce. Critics of these modern management techniques say that the bottom line is what really matters and that stockholder returns are the proof of a well managed company. We cannot argue with this logic but feel that just looking at the bottom line is a too-simple measure of a complex system and we are not sure how sharing information translates to bottom line data. This thesis encompasses sharing business data and its power to affect behaviors in the organization’s culture, employee decision-making, trust between employer and employee, and impact to the bottom line data. This thesis will attempt to answer questions such as: why implement Open-Book Management, how does sharing information impact an organization’s culture, how do implementation processes occur within these varied businesses, how does a business determine what information should be shared, and is there an impact to the bottom line. Thesis Supervisor: Janice A. Klein Title: Senior Lecturer