Empowerment

Unsuccessful Empowerment Strategies 8

The following analysis covers the history of empowerment as a tool for developing more effective work teams in the organization in the introduction. The introductory analysis also provides a variety of definitions regarding the concept of empowerment ranging from those that view it as an effective tool for creating higher levels of performance to those that view it as mere rhetoric. The main body of the analysis is divided into two sections. The first section covers in detail successful strategies for implementing empowerment in the workplace for developing more successful teams. Concepts such as management mindset, corporate culture and design, and work team requirements for successful implementation of empowerment. The second section addresses many of the typical obstacles and implementation measures which have proven unsuccessful in using empowerment as a means of developing more successful teams. Concepts such as management inability to delegate, poor organizational facilitation, and others are covered here. A conclusion follows which offers a variety of recommendations geared toward

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zer, 1997, 2) The two empowerment theories above are very different in perspective which has to do largely with the way people make assumptions regarding power and control. The first approach is viewed by managers as being about delegation and responsibility while the second believe that empowerment is more about risk taking, growth, and change. Group empowerment is different than individual empowerment in that instead of the individual being authorized to make decisions, the group is empower to control their work and the work environment. However, before group empowerment can emerge, there must be an increase in interdependence of group members. Research demonstrates that group empowerment increases group performance. However, a manager simply issuing an edict that all groups are now empowered does not magically empower groups. Instead, experts across the literature strongly argue that involving group members in all stages of the empowerment implementation is essential for building more effective teams, and that the evolution of non-empowered team to empowered team is one that takes a considerable amount of time to come to fruition “Employees are more likely to take empowerment seriously if they are involved at all stage
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Approximate Word count = 2555
Approximate Pages = 10 (250 words per page)

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