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Empowerment: tapping employees' ability

Empowerment: tapping employees' ability Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest to the task; and to ensure there is a no blame culture, in which mistakes are seen as learning opportunities, rather than a reason to use command and control techniques. Discusses, also, self managed teams in the second part of this article — describing them as those which operate in a non‐hierarchical manner. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Empowerment: tapping employees' ability

The Antidote , Volume 2 (2): 2 – Apr 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006412
Publisher site
See Article on Publisher Site

Abstract

Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest to the task; and to ensure there is a no blame culture, in which mistakes are seen as learning opportunities, rather than a reason to use command and control techniques. Discusses, also, self managed teams in the second part of this article — describing them as those which operate in a non‐hierarchical manner.

Journal

The AntidoteEmerald Publishing

Published: Apr 1, 1997

Keywords: Empowerment; Self‐managing teams; Employees; Management culture; Managers

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