Navigating the journey to empowerment
Empowerment involves far more than giving employees greater decision-making ability. At its most practical level, empowerment is recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge and internal motivation. Empowerment clearly involve...
Gespeichert in:
Veröffentlicht in: | Organizational dynamics 1995-03, Vol.23 (4), p.19-32 |
---|---|
1. Verfasser: | |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
Zusammenfassung: | Empowerment involves far more than giving employees greater decision-making ability. At its most practical level, empowerment is recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge and internal motivation. Empowerment clearly involves a high form of leadership - one sorely needed in the 1990s. Too many top managers think that simply announcing their desire for an empowered work force will make it happen. Observations of 10 companies that made the transition to empowerment suggest that there are 3 simple keys to effectiveness: 1. open and candid sharing of information on business performance with all employees, 2. more structure (rather than less) as teams and employee groups move into self-management, and 3. gradually replacing the traditional organizational hierarchy with teams. |
---|---|
ISSN: | 0090-2616 1873-3530 |
DOI: | 10.1016/0090-2616(95)90014-4 |