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The age of unreason
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 0309-0590
- DOI
- 10.1108/03090599110136148
- Publisher site
- See Article on Publisher Site
Abstract
The term empowerment has come into common usage but is open notonly to ambiguous interpretation but to misuse. What is needed is notonly a common framework of understanding a model but insight into thenature of power in the organisation and essential supervisory andmanagerial learning in an empowered environment. At the heart of thechallenge lies a need to define the power vacuum that supervisors mustmove into, a need to understand better the issues inherent in managingjob boundaries, and a need to establish the context and support forchange by developing what can best be described as a learning culture.The article is based on the practical experience of a large organisationand focuses on several development models that, in particular, outlinethe stages of supervisory growth from administration to coach define amatrix of the supervisors potential power base explore the differencebetween traditional and empowered thinking in job design and explainthe organisations learning net.
Journal
Journal of European Industrial Training – Emerald Publishing
Published: Jun 1, 1991