Introduction
Summary of the book Private Government by Elizabeth Anderson. Before we start, let’s delve into a short overview of the book. Imagine waking up each day believing you live in a society built on equal choices, open markets, and freedom. You feel certain that, if you dislike something about your job, you can easily leave and find another one. At first glance, this seems true. Yet, look more closely, and you’ll find that the world of work is often governed by unseen powers. Inside these modern workplaces, things may not be as free and fair as we think. Big companies and powerful bosses can control almost every detail of their employees’ lives, both on and off the job. This quiet domination can feel like living under a secret government—one that doesn’t answer to the people who serve it. As we move forward, we’ll discover how these hidden forces shape our day-to-day existence and what we can do to build more democratic, respectful, and open workplaces.
Chapter 1: Revealing How Modern Workplaces Quietly Operate As Powerful Private Kingdoms Over Ordinary Workers.
Picture yourself standing in a huge building where everyone’s role is stacked like steps of a giant ladder. At the top, there’s a single figure who makes every big decision without needing to ask anyone else’s permission. Beneath this person, there are a few trusted officials who pass orders down the chain. Finally, at the bottom, there are countless workers who simply follow instructions, often without having any say in the matter. If this sounds like the way a king or a dictator rules a country, it’s not far from the truth. Instead of imagining soldiers and citizens, think about CEOs, managers, and regular employees. Modern workplaces often function like private mini-governments. Most people in these jobs have little control over the rules that guide their working lives. They do what they’re told or risk losing their livelihoods altogether.
In many big companies, no one votes for the boss, and no one really elects the managers. There aren’t open debates where workers can challenge unfair policies. Instead, one or a handful of powerful people at the top decide how everyone beneath them should behave, what tasks they must complete, and which methods they must use. This structure resembles a private empire. It may seem surprising to call a business something like that, but when we compare it to political systems we consider unjust or overly controlling, the similarities become striking. The business owner or CEO often controls not just the company’s direction but also the smallest details of workers’ day-to-day tasks. Employees, on the other hand, must obey if they want to keep earning money for rent, food, and other necessities.
Now, it’s true that companies do not usually execute or imprison people who disobey. Instead, they threaten something else: your financial security. Getting fired can mean losing your health benefits, your stable income, and even your ability to stay in a certain place if you must move to find new work. On the surface, the rules of a company might look like normal job requirements, but the power to strip away someone’s livelihood gives a company’s leaders enormous influence over how people act, talk, dress, and sometimes even think. This goes beyond simply exchanging labor for money. It creates a relationship where bosses hold tremendous authority, and employees are often left feeling powerless to speak up or resist, even if they disagree with what’s going on.
It’s tempting to believe that everything’s fair because workers are free to quit. But leaving a job often comes with severe consequences. Walking away can mean uprooting your life or starting over from scratch in a harsh job market. This shows that the power companies hold doesn’t vanish just because employees can theoretically walk out the door. In practice, options are limited, and workers find themselves having to obey rules that might seem unreasonable just to survive. The idea that we live in a fair and equal marketplace, where both sides have equal bargaining power, begins to break down. We start to see that companies can be like private mini-governments, controlling individuals in ways we never expected. Once we recognize this, we can start asking: how did this happen, and what can be done?
Chapter 2: Understanding Why Employers’ Hidden Dictatorial Powers Extend Far Beyond Basic Work Tasks.
Many people find it hard to believe that their company leaders hold such sweeping powers. After all, we’re told that businesses need strong managers to keep operations running smoothly. But when we dig deeper, we see that employers’ authority often reaches into areas of employees’ private lives. In many places, they can demand details about a worker’s health, personal habits, or even political opinions. And if the worker refuses, the threat of unemployment hangs overhead. While not every employer abuses these rights, the fact that they legally can is deeply troubling. The workplace, which we imagine as a space for fair trade—my labor for your pay—often hides the reality of heavy-handed commands and strict limitations. This dynamic can leave ordinary people feeling small and unheard, simply following orders to maintain their source of income.
Let’s consider the hiring and firing process. In many regions, your boss can get rid of you for almost any reason at any time. There are some narrow exceptions—like firing someone solely because of their race or religion. But beyond those few rules, employers enjoy a wide freedom to fire you for reasons that could seem silly, personal, or unrelated to your actual job performance. A single social media post critical of a company policy, a slight disagreement with a manager, or even an offhand comment on a personal hobby could end your career at that firm. This power imbalance shows that, despite the stories we tell ourselves about fairness, the system often allows bosses to rule without any real checks on their authority.
Once you understand how easily employers can hire and fire people, you begin to see how they shape behavior. Employees know they must keep managers happy, or risk losing their livelihood. When you need that paycheck to pay rent, buy groceries, or care for your family, the pressure to stay silent, follow orders, and not question authority grows intense. Over time, this environment can lead people to accept that they have no choice but to listen and obey, even when they disagree. It creates a setting where the boss’s word feels like law, and workers become afraid to speak out. This fear is not just about losing a job; it’s about losing the ability to provide the basics for a decent life.
Some might argue that most bosses don’t use their power to force strange demands on workers outside normal work tasks. And in many cases, that might be true. But the key point is the potential for abuse is always there, like a heavy cloud ready to rain down at any moment. Because the workplace is structured as a private government—where decisions are made from the top without input from below—there’s no built-in system to ensure fairness or justice. The rules can change on a whim. Workers often have no committee or council to appeal to if they’re treated unfairly. This silence around workplace dictatorial power isn’t a small issue; it’s a massive challenge that we must understand if we want to create more balanced, respectful, and human-centered environments.
Chapter 3: Questioning The Illusion Of Free Choice When Jobs Are Scarce And Leaving Hurts.
Some defenders of the status quo say that if employees don’t like their situation, they can always quit. This argument tries to paint the relationship between worker and employer as a fair deal, where everyone can walk away at will. But in reality, leaving a job is not so simple. Jobs can be scarce, and finding new employment often means facing long periods without income, losing health insurance, or even being forced to relocate. Many people’s resumes are shaped by narrow skills that fit only certain industries. If their former boss demands they sign agreements that forbid them from working at competing firms, starting fresh becomes even harder. In other words, the freedom to leave is often limited by real-life barriers that push people to stay put, even when they are unhappy.
Consider, for instance, a worker who wants to quit because their employer’s rules feel unfair. If they leave, they might lose essential benefits, struggle to pay bills, or fall into debt while looking for another job. Without proper savings, quitting becomes a risky leap into uncertainty. Non-compete clauses add another layer of difficulty. These contracts forbid employees from taking similar jobs at other companies for a certain period, essentially holding their experience and skills hostage. This blocks them from using what they’ve learned to secure better positions. It means even if they escape one dictatorial work environment, they might not find a more democratic one easily. Instead, they might land in yet another setting that offers more of the same controlling conditions.
The situation is worse for those who are already at a disadvantage in the job market. People in poor areas, those with disabilities, immigrants struggling with language barriers, or individuals with past mistakes on their records face greater hurdles in finding good work. For them, quitting a stable, if unpleasant, job is not an option they can afford. They might remain stuck, enduring heavy-handed instructions, lack of personal privacy, and the general feeling that they are cogs in a machine rather than valued human beings. This ongoing struggle is hidden behind the cheerful myth of free markets and equal choices. The reality is that many people remain tied to jobs they dislike because the alternative—freedom on paper—feels more like a trap leading to financial ruin.
When we step back and see the whole picture, it becomes clear that the power companies hold comes partly from this gap between theoretical freedom and practical limitation. Telling employees you can just leave ignores all the real-world factors that make leaving tough. It’s like telling someone locked in a room that the door is technically unlocked, yet never admitting that stepping out leads straight into a desert without water or shelter. The idea that people can freely leave their jobs and find new ones if they dislike the current situation is a comforting tale. It helps mask the fact that what we call freedom in the job market is often an empty concept. By facing this truth, we open the door to asking how to bring genuine freedom and democracy into work environments.
Chapter 4: Discovering The Hidden Depths Of Employer Control That Extend Into Personal Life.
It might surprise many people to learn that employers don’t only control what happens inside the workplace. In many cases, they can set rules that spill over into an employee’s personal life. This power can shape personal habits, political opinions, or even what workers do in their free time. For instance, in some places, a boss can penalize workers for having certain interests, hobbies, or beliefs if they somehow think it harms the company’s image. They might scan employees’ social media accounts and punish them for posts written outside working hours. This kind of oversight can make workers feel like they’re always being watched, forced to behave according to someone else’s preferences, even when they should be free to live their own lives off the clock.
A particularly shocking example comes from some factory floors, where certain companies have denied bathroom breaks, pushing employees to wear diapers just to keep production moving smoothly. Although this sounds like something out of a cruel historical novel, it happens in modern times. Other employers demand that workers follow strict health routines, join wellness programs, or even support political campaigns that the boss favors. One might expect such demands in authoritarian nations, but these are big name companies operating in places considered free societies. Such actions reveal how the workplace can become a private territory where normal rights and freedoms seem to vanish behind company gates.
The saddest part is that we rarely discuss these issues openly. People might assume that if such extreme cases were common, surely we’d hear about them all the time. But part of the reason we don’t is that talking about them can risk a worker’s income and professional future. Complaining too loudly could mean losing one’s job. Also, many people in the upper social classes, who write the headlines and shape public conversations, rarely face these conditions themselves. Without direct exposure, they might not realize just how severe the imbalance of power is. This leaves the problem hidden and unaddressed, allowing these authoritarian practices to continue behind closed doors.
To truly understand the reach of employer power, we must imagine what it would feel like if a country’s government acted this way. If your nation’s leaders demanded personal details about your health, punished you for chatting with neighbors, or fired you from the country for disagreeing with their politics, you’d be outraged. Yet, when companies do similar things, we often shrug it off as normal. Recognizing that our workplaces can become private governments is the first step. By shedding light on the far-reaching ways employers can influence and limit personal freedom, we can begin to understand why so many workers feel trapped. This realization prepares us to consider how we might reform these structures and build fairer relationships between those who lead and those who follow.
Chapter 5: Seeing That The Real Issue Is Not Having A Workplace Government But Its Unfair Form.
Some might argue that workplaces need a government-like structure. After all, without someone giving orders, coordinating tasks, and making crucial decisions, how would anything get done? Imagine a big factory with hundreds or thousands of workers trying to build complex products. If everyone just did whatever they wanted, chaos would follow. There’s truth in this: having leaders, rules, and a shared plan is essential for cooperation and productivity. However, the real question isn’t whether to have a workplace government, but what kind of government it should be. Should it be dictatorial, where a handful of people at the top make all the decisions without input from others? Or should it be more democratic, allowing the voices of ordinary workers to be heard and respected?
To understand why having some form of government isn’t the main problem, think about your country’s political system. Even in a democracy, you still must follow laws, pay taxes, and respect authorities like police officers and judges. The difference is that in a fair democracy, leaders can’t rule without your input. You vote for representatives, and if they do a bad job, you can help remove them from power. There are checks and balances, meaning no single person can demand whatever they want without pushback. This system provides a measure of accountability. Meanwhile, in a private corporate government, employees generally have no vote, no voice in setting rules, and no direct way to unseat leaders who misuse power. The structure is tilted heavily in favor of the employers.
In older times, the term government could mean any form of authority, not just a state. Parents, schools, and even spouses once had governments over certain groups. Over time, we realized that certain forms of authority were unfair and had to be reformed. Public governments—like democratic states—are now seen as something that should serve all citizens. Yet, workplace authority hasn’t evolved in the same way. Many companies remain like old-style private kingdoms: closed off to the common workers. No matter how skilled or experienced employees become, they rarely gain a say in how decisions are made. This stands in stark contrast to democratic values we cherish in other areas of life.
In short, the existence of workplace authority is not the root of the problem. It’s the way that authority is organized and exercised. If we accept that companies can be viewed as tiny governments, then the next logical step is to ask: why aren’t they democratic governments? Why do we allow leaders to hold so much power without involving the very people who make the company function—the workers? Understanding that a company’s hierarchical structure is a kind of government helps us see that change is possible. Just as nations moved from monarchies toward democracies, perhaps workplaces can also shift toward systems that respect and include everyone’s voice.
Chapter 6: Realizing That The Workplace Problem Lies In Its Being A Private, Not Public, Government.
We often view the business world as separate from the political sphere. Governments rule nations, and companies operate in a private economic space, right? But if we think about what private and public really mean, we find that calling a company’s leadership a private government makes sense. Public things are open and shared by everyone—like public parks or public libraries. They’re meant to serve the common interest of a whole community. Private things are controlled by a select few and often exclude others. In a company’s case, the bosses form a small group who make decisions that affect everyone else inside the firm, but workers aren’t given a seat at the table. This creates a private government—closed off, exclusive, and not accountable to the people it governs.
When a government is public—like a city council or a national assembly—its decisions are known to the community. People can question leaders, demand explanations, and pressure them to change policies. If those leaders refuse, citizens can organize and vote them out. In a private government, none of this applies. The decision-making circle is small, and they don’t have to justify their actions to workers. Employees rarely know how or why certain company policies are made, nor can they easily challenge unfair rules. This secrecy and lack of accountability mean workers live under a form of rule that can feel one-sided and unjust.
It’s important to understand that calling a company’s leadership a private government isn’t an insult or a stretch of language. It’s a way to highlight that power and authority are present, just like in any government. The difference is who holds that power and who is excluded. The workplace’s private government shapes working conditions, wages, schedules, and sometimes personal choices. Yet, employees have almost no influence on these factors. Recognizing this is a crucial step. It makes us realize that the solution isn’t to eliminate all rules and leaders—workers do need coordination and structure—but to challenge the private nature of this authority and push for more openness, fairness, and inclusion.
We often think of market transactions as simple, equal exchanges of money for goods or services. Yet the workplace is not just a marketplace. It’s a social environment where people spend much of their waking hours, building their futures and livelihoods. When decision-making is locked away with a tiny elite at the top, workers find themselves in a world where they follow orders without any real chance to influence the rules that shape their lives. Understanding that companies have private governments encourages us to ask: how can we bring more democracy into this sphere? How can we create workplaces that serve everyone, rather than just the select few with power?
Chapter 7: Exploring How Making Workplaces More Democratic Can Solve The Private Government Problem.
If private workplace governments are the problem, then what’s the solution? One clear answer is to introduce democratic elements into the job environment. Imagine a company where workers have a meaningful voice in shaping policies. Employees could vote on certain issues, elect representatives to speak on their behalf, or form committees that discuss changes in working conditions. This would transform the company from a closed-off power structure into something more balanced and fair. In other words, making workplaces more democratic means shifting from private to public forms of governance, where everyone affected by decisions has a say in making them.
Unions are one powerful way to bring more democracy to work. A union is a group of workers who come together to negotiate with management. By standing united, they can demand better wages, safer conditions, and a respectful hearing of their concerns. Without a union, a lone worker might be too afraid or powerless to speak out. With a union, that fear lessens because they know they have the support of colleagues. Another method seen in countries like Germany is co-determination, where workers share a seat at the table with managers, participating directly in major company decisions. This idea shows that including workers in the decision-making process can be done in real life, not just imagined in theory.
Some companies operate as cooperatives or co-ops, where workers collectively own and run the business. In these models, there’s no separate class of owners who stand above everyone else. The workers themselves decide what to produce, how to produce it, and how to share the profits. This doesn’t mean chaos; it means shared responsibility. Such arrangements prove that democracy and productivity can go hand in hand. People who feel valued and heard at work are often more motivated, more creative, and more invested in the long-term success of the enterprise. Instead of running on fear, the company thrives on trust, respect, and genuine teamwork.
Of course, not every company will suddenly switch to a fully democratic model. Some forms of authority might still be necessary. But by giving workers a real voice—through unions, elected committees, or co-ownership—we can chip away at the walls separating decision-makers from the workforce. This change would help turn the workplace from a private kingdom into a public community, where everyone shares in the direction and benefits of the collective effort. It’s a vision that challenges old notions and fears, but it may lead to healthier, happier, and more just working environments, fitting the ideals of freedom and fairness that we value in democratic societies.
Chapter 8: Recognizing That Workplace Authoritarianism Persists Because It Lurks In The Shadows.
If workplace dictatorship is such a big problem, why don’t we hear about it more? One reason is that it often operates quietly, behind closed doors. Many people assume that if employees were truly oppressed, they would speak up. But the truth is that employees fear retaliation. Managers have so much power that complaining can feel like risking one’s livelihood. Also, people who work in comfortable positions at the top of the economy might never see these abuses firsthand. They may believe that stories of authoritarian bosses are rare or exaggerated. This lack of firsthand knowledge and public discussion helps the problem remain in the dark.
Even when laws allow employers to fire you for almost any reason, many bosses don’t use that power constantly. They might not need to because the threat alone is often enough to keep workers quiet and compliant. Employees live with the knowledge that they can be punished or dismissed on a whim. Just knowing that a manager could spy on their emails or fire them for disagreeing silently encourages them to follow orders. Over time, people stop questioning the system or even noticing its flaws. It becomes normal, just the way things are, and no one imagines it could be different.
This silence benefits those in power. Without public outrage or pressure for change, why would companies voluntarily give up control? Why would they share decision-making power with employees? Without a loud, sustained call for reform, the old ways remain comfortable for those at the top. Meanwhile, the people at the bottom struggle quietly, resigned to their fate. This pattern mirrors how other unjust systems persisted throughout history, hidden behind myths, excuses, and a public unwilling to see the truth.
To break this cycle, we need honest conversations and widespread awareness. Educating ourselves and others about the realities of workplace power can spark the desire for change. Journalists, teachers, community leaders, and everyday citizens have a role in shining light on these issues. By sharing stories, supporting workers’ rights, and challenging outdated beliefs, we can bring workplace authoritarianism out of the shadows and onto the public stage. Once people see the problem clearly, they’re more likely to push for meaningful reforms and demand that their workplaces reflect the democratic values they treasure in their broader societies.
Chapter 9: Facing The Outdated Economic Myths That Keep Us Blind To Reality.
For centuries, we’ve been taught a rosy story about how markets work. According to this tale, employers and employees meet as equals, each free to accept or reject offers. It’s a charming picture of friendly buyers and sellers shaking hands in a fair deal. But as we’ve seen, the modern labor market doesn’t match this fantasy. Workers often lack real freedom, facing barriers to leaving jobs and enduring rules that stretch well beyond work hours. Despite these glaring facts, many people cling to the old narrative, partly because it’s comforting and partly because it’s what they learned in school or from traditional economic theories.
The original cheerleaders of the free market, like 17th and 18th century thinkers, saw markets as liberation from older, more brutal forms of servitude. At that time, escaping oppressive kings, lords, and guilds seemed possible through market exchange. But today’s massive corporations and global supply chains have created new forms of dependency. Far from empowering most individuals, modern capitalism often funnels power into fewer hands. Yet many of us keep repeating the old stories, imagining a world that no longer exists.
Accepting that times have changed is hard. It means admitting that what we’ve been taught as fair, natural, or inevitable might be outdated. It means recognizing that a worker choosing between a low-paid job with harsh conditions and no job at all isn’t a free choice. It’s survival. Acknowledging this reality can feel unsettling. But only by confronting it can we begin to question if there are better ways to organize our economy and workplaces. Otherwise, we remain stuck in old myths that prevent progress.
Once we stop romanticizing the market as a fair and equal meeting ground, we become more open to new solutions. We start to see that giant corporations aren’t just neutral players in a fair game. They’re rule-makers in a playing field tilted in their favor. By shedding these outdated economic stories, we free ourselves to think creatively: what if workers had more voice and protection? What if laws supported co-ops and unions more strongly? What if we updated our understanding of what true freedom means in a world dominated by large enterprises? Questioning these myths is the first step toward building a system that reflects the values of fairness, dignity, and choice we hold dear.
Chapter 10: Understanding How The Industrial Revolution Turned A Once Hopeful Dream Into A Corporate Nightmare.
Once upon a time, thinkers like Adam Smith imagined a market where most people could be small entrepreneurs—bakers, butchers, artisans—free from old feudal lords and rigid hierarchies. Buying and selling freely, they could shape their destinies without bowing to a master. In that early vision, large-scale industrial production hardly existed. Factories were small, and the idea that huge corporations would dominate entire industries seemed distant. Smith’s world allowed people to imagine a fair market that set them free.
But then the Industrial Revolution arrived, changing everything. Enormous factories appeared, requiring vast amounts of money to set up and run. Individuals who lacked capital couldn’t compete with these giants. Rather than having a society of mostly independent craftsmen, we ended up with a society of employees working in large companies. Over time, these companies grew into the modern corporations we know today—massive enterprises whose internal rules govern the daily lives of countless workers. The old dream of market freedom became a reality where most people sold their labor to a powerful few.
This shift changed the nature of the marketplace. Instead of equal trades between independent business owners, it became a world where one side—employers—wielded enormous leverage. The worker’s choice narrowed to finding a job with a big firm or facing hardship. Because these firms hold the keys to money, resources, and opportunities, they can dictate terms and demand strict obedience. The promised land of free trade and equal partners never arrived for most. Instead, many ended up under private governments that seemed just as controlling as the lords and masters of the past.
The tragedy is that many still think we’re living in Smith’s world, not recognizing how modern developments have reshaped power dynamics. Today’s reality demands fresh thinking. Once we acknowledge that the rules have changed—that huge employers now serve as private governments—we can stop clinging to outdated notions. We can begin to imagine a future where workers are not trapped by these new corporate rulers. Maybe it’s time to write a new chapter in our economic story—one that brings democracy into the workplace and allows everyone a fair share of the power that guides their lives.
Chapter 11: Envisioning A Future Where Workplace Democracy Replaces Old Myths And Hidden Powers.
Having laid bare the hidden powers of employers and the outdated myths that keep us complacent, we now face an essential question: what kind of future do we want? If we accept that companies often function as private governments, should we not try to make these governments more open, fair, and accountable? The first step is to acknowledge the problem. Without recognizing that the modern workplace frequently resembles a dictatorship, we can’t begin to push for democratic reform. Awareness can spark discussions, movements, and policies that challenge the status quo.
Imagine a world where employees have genuine input into company policies. Instead of feeling like cogs in a machine, they’d be co-creators of their work environment. Elections inside companies could determine certain leadership roles, or worker councils could review proposals before they become rules. Unions, once weakened in many parts of the world, could return stronger, giving voice to the voiceless. Co-ops could become a more common and respected business model, proving that efficiency and profit can thrive alongside shared governance and mutual respect.
Education would play a key role. Just as we learn about democracy and freedom in our political systems, we could learn about them in our economic lives. Schools could teach young people that workplaces need not be authoritarian. Media and public debate could highlight examples of firms that successfully implement democratic structures, inspiring others to follow suit. Politicians and policymakers might pass new labor laws that protect workers’ rights to organize and participate, reducing the fear that keeps so many silent.
Ultimately, moving from private to more democratic workplace governments isn’t just about fixing a problem—it’s about living up to our ideals. We praise freedom, fairness, and equality in our political lives, so why not bring these values into the place where we spend so much of our time and earn our livelihoods? By reimagining the world of work, we can shape a brighter future where respect, participation, and shared decision-making replace old myths and hidden authoritarian power. Achieving this goal may not be easy, but acknowledging the truth and daring to dream of something better is where true change begins.
All about the Book
Private Government by Elizabeth Anderson explores the hidden dynamics of workplace democracy and the implications of corporate governance on individual freedoms, urging readers to rethink the nature of authority and justice beyond traditional government.
Elizabeth Anderson is a prominent philosopher whose work intersects with ethics, political theory, and economics, making significant contributions to discussions of equality, power dynamics, and social justice.
Human Resource Managers, Corporate Executives, Political Scientists, Ethicists, Labor Union Leaders
Political Activism, Reading Social Theory, Debating Justice and Equality, Corporate Governance Analysis, Philosophical Discussions
Workplace Democracy, Corporate Power Dynamics, Social Justice, Individual Autonomy
It is possible to think of a better way to organize society, away from the horrors of private government.
Cornel West, Richard Rorty, Martha Nussbaum
American Philosophical Association Book Prize, Lawrence D. Survival Book Award, Michael Harrington Book Award
1. Understand the concept of private government authority. #2. Explore workplace hierarchy and employee autonomy issues. #3. Recognize the lack of employee democratic rights. #4. Analyze employer power in capitalist labor markets. #5. Examine historical context of workplace governance changes. #6. Discuss similarities between private and public governments. #7. Evaluate arguments for and against workplace regulation. #8. Identify reasons for increased employer control over workers. #9. Appreciate the shift from egalitarianism to authoritarianism. #10. Investigate impacts of technology on workplace control. #11. Consider alternatives for empowering workers democratically. #12. Learn about the role of markets in workplace governance. #13. Reflect on ethical implications of employer-employee relationships. #14. Understand critiques of the free market in labor. #15. Explore philosophical underpinnings of workplace authority. #16. Recognize consequences of ignoring worker voice. #17. Analyze effectiveness of current labor regulations. #18. Assess potential for egalitarian workplace organizational models. #19. Understand the concept of exit versus voice. #20. Explore the role of state intervention in labor markets.
Private Government, Elizabeth Anderson, political philosophy, workplace governance, social responsibility, liberalism, economic justice, labor rights, corporate accountability, democracy at work, freedom and authority, public vs private governance
https://www.amazon.com/dp/0691176220/
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