代寫作業：工作環境對員工的影響
Semco的員工明顯控制了自己的工作環境，因此他們比那些不能控制的員工更快樂。從案例中可以明顯看出，購買不情願服從勞動力的組織與享受員工創業參與的組織之間沒有競爭(Petrou et al.， 2016)。然而，將參與式管理包括進來有點困難。這並不是說意圖不好，而是說員工參與的實現是複雜的，有時也會變得令人沮喪。因此，民主的程度應保持在有限的水平。有效的企業民主有四個主要障礙，包括規模、等級、動機不足和無知。在一個巨大的生產單元內，個體開始感到自己的渺小。他們覺得自己沒有名字，他們覺得自己沒有能力對執行任務的方式或確定的最終利潤施加影響。
這種無助感通過管理者感到嫉妒，因此拒絕讓下屬做決定而得到強調(Petrou et al.， 2016)。因此，在Semco，企業民主之所以奏效，只是因為生產單位的員工數量有限(150人)。當企業民主的數量較大時，企業民主的概念在本質上就成為一種幻想。從閱讀和分析案例的角度來看，Semco的革命性模式並不適用於世界上的每一個行業。首先，公司員工接受這些變化的方式，可能並不適用於任何國家的任何其他組織和行業。許多公司不提倡變革，在其中工作的員工只喜歡傳統的工作方式。例如，矩陣結構是由Semler實現的。
代寫作業：工作環境對員工的影響
Workers, at Semco, clearly controlled their conditions at work and they therefore were happy than the employees who could not. There is, as evident from the case, no contest between the organizations that purchase the work force based grudging compliance and the organization which enjoys the employees enterprising participation (Petrou et al., 2016). It is however a little difficult to include participatory management. It does not imply to say that intentions are not good but it is just that employee involvement implementation is complicated and also at times becomes frustrating. Therefore, the extent of democracy should be maintained at a limited level. There are 4 major barriers to effective corporate democracy inclusive of size, hierarchy, motivation inadequacy and also ignorance. Within a production unit with immensity, individuals start feeling small. They feel they do not have a name and they feel not being capable to exert influence over the manner tasks which are performed or over the established final profit.
This helplessness sense has been underlined through managers who feel jealous and henceforth refuse allowing subordinates for making decisions (Petrou et al., 2016). Therefore, at Semco, corporate democracy worked only because the production units had limited number of employees working under them (150 people). When the number is large, the corporate democracy conception becomes illusionary in nature.From the perspective of reading and analysing the case, the stance is taken that the revolutionary model of Semco will not work properly within every industry across the world. First of all, the way in which the changes were accepted by the employees of the firm, the same might not be the case for every other organization and every other industry in any country. Change is not fostered by many firms and the employees working in them prefer the traditional style of working only. For example, matrix structure was implemented by Semler.