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Applying empowerment: organizational model

Applying empowerment: organizational model Empowerment is not merely a new buzzword introduced to capture the imagination of current trends in management science. It comprises an innovative approach to working with people and a shift from top‐down management styles which have dominated control mechanism and managerial concepts in both theory and practice since the industrial revolution. This paper suggests a novel typology and analytical framework based on a two dimensional model of organizational contexts of empowerment. These dimensions are belief (in the underlying ideas of empowerment) and fairness (honesty). The model’s four quadrants are labelled as dissociated, enlightened, fraudulent, and miser. It goes on to describe the constituted four prototypes associated with each quadrant. Each quadrant is illustrated by actual or hypothetical cases. All in all, the paper provides a clear depiction of the options organizations are faced with in applying empowerment and their consequences. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Career Development International Emerald Publishing

Applying empowerment: organizational model

Career Development International , Volume 3 (2): 6 – Apr 1, 1998

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References (21)

Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
1362-0436
DOI
10.1108/13620439810207608
Publisher site
See Article on Publisher Site

Abstract

Empowerment is not merely a new buzzword introduced to capture the imagination of current trends in management science. It comprises an innovative approach to working with people and a shift from top‐down management styles which have dominated control mechanism and managerial concepts in both theory and practice since the industrial revolution. This paper suggests a novel typology and analytical framework based on a two dimensional model of organizational contexts of empowerment. These dimensions are belief (in the underlying ideas of empowerment) and fairness (honesty). The model’s four quadrants are labelled as dissociated, enlightened, fraudulent, and miser. It goes on to describe the constituted four prototypes associated with each quadrant. Each quadrant is illustrated by actual or hypothetical cases. All in all, the paper provides a clear depiction of the options organizations are faced with in applying empowerment and their consequences.

Journal

Career Development InternationalEmerald Publishing

Published: Apr 1, 1998

Keywords: Delegation; Empowerment; Ethics; Management; Participation; Theory

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