Navigating the journey to empowerment

Navigating the journey to empowerment The keys to empowering a workforce are deceptively simple to understand, but often diJficult to implement. Here’s afvesh look at what it takes to make empowerment work, based on the author’s firsthand observations of ten companies that made the transition. Navigating Journeyto the Empowerment W ALAN RANDOLPH he need to change the way organizations and the people in them conduct business has never been greater. Consider the escalating development of global markets, increasingly rapid changes in work technologies, shifting work force and customer demographics, and increased emphasis on quality and flexibility in products and services. Any company that cannot produce at lower cost, with better quality, and at a faster pace than its global competitors may soon be out of business. In this new world, the traditional management model of “the manager in control and the employees being controlled” doesn’t work. Instead, top managers have to grapple with reengineering at the same time that they search out ways to empower the work forceboth tactics aimed at “getting more done with less.” Bureaucracies, these managers have found, limit people-and bureaucratic people limit themselves and their organizations. The shift from a bureaucracy to an empowering management calls for massive, difficult http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organizational Dynamics Elsevier

Navigating the journey to empowerment

Organizational Dynamics, Volume 23 (4)

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Publisher
Elsevier
Copyright
Copyright © 1995 Elsevier Ltd
ISSN
0090-2616
DOI
10.1016/0090-2616(95)90014-4
Publisher site
See Article on Publisher Site

Abstract

The keys to empowering a workforce are deceptively simple to understand, but often diJficult to implement. Here’s afvesh look at what it takes to make empowerment work, based on the author’s firsthand observations of ten companies that made the transition. Navigating Journeyto the Empowerment W ALAN RANDOLPH he need to change the way organizations and the people in them conduct business has never been greater. Consider the escalating development of global markets, increasingly rapid changes in work technologies, shifting work force and customer demographics, and increased emphasis on quality and flexibility in products and services. Any company that cannot produce at lower cost, with better quality, and at a faster pace than its global competitors may soon be out of business. In this new world, the traditional management model of “the manager in control and the employees being controlled” doesn’t work. Instead, top managers have to grapple with reengineering at the same time that they search out ways to empower the work forceboth tactics aimed at “getting more done with less.” Bureaucracies, these managers have found, limit people-and bureaucratic people limit themselves and their organizations. The shift from a bureaucracy to an empowering management calls for massive, difficult

Journal

Organizational DynamicsElsevier

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