Welcome to week five, readers! Our lesson has been about
empowering our employees and subordinates, as well as proper techniques and
principles for delegating duties and authority.
We had a reading assignment in our text by Whetten &
Cameron (2011), along with an article by Russ Forrester (2000). They both provided
comprehensive discussions about empowerment, which we can review.
Mr. Forrester started his article off by citing what he
calls the “Six Short Circuits to Organizational Empowerment”. (2000, p. 68)
When companies attempt to make changes to how power is wielded too quickly, the
shock to the organization leads to an empowerment failure. Providing more work
without providing the authority to get the work done will kill empowerment
plans, too. Failure to realize that the amount of information and authority
being given out must be tailored to the abilities of the workers will lead to
problems, as will not understanding that those who are losing (now sharing) the
power will have acclimatization issues. Going too slow in the implementation of
a plan will lead to failure and will echo the result of implementing only
pieces of a plan instead of a whole organized effort.
Whetten & Cameron (2011) touched upon three areas that
inhibit empowerment in the workplace. A lack of faith by managers in their
subordinates competency, or a belief the workers don’t really want more
responsibility and power are two attitudes that mangers can exhibit that will
undermine empowerment plans. Add to that, reticence to train workers
appropriately or a belief the subordinates just don’t rate the power and you
have great examples of how managers can stop empowerment plans in their tracks.
If a manager fears they will lose the opportunity for personal
recognition and rewards, Whetten & Cameron (2011) pointed out that power
sharing will suffer. They also described the situation where managers may just
have a high need to be the person in charge. The likelihood of that manager
sharing his or her power is nil.
Regarding the barriers to implementing empowerment, the
reading materials give ample evidence that empowerment plans must be planned
and executed with abundant care. There is a “Goldilocks” feel to the speed of
implementation (not too slow, not too fast, not just pieces). The personalities
and capabilities of the leaders and the subordinates need examination and
consideration. Even the managers’ perceptions of their workforce must be surveyed
before attempting this significant task.
Mr. Forrester (2000) set forth six avenues to successful
implementation of empowerment plans. He advocated giving more, not less, power
to subordinates. He noted, “Feelings of self-efficacy come from having real
power, they don’t produce it.” (Forrester, 2000, p. 73) I think that is a compelling
statement.
Providing learning and growth opportunities, as well as
expanded experiences and responsibilities, also imbue the subordinates with
power. The depth and breadth of the employees’ power will be enhanced by this
exposure.
While it sounds like common sense, it is vital that the
company (senior management) knows what it wants to accomplish with the power
shift. Accounting for the change in roles for the workforce is a must. There will
be costs.
Leaders need to differentiate the amounts of power and
responsibility that they dole out. Not all employees are equal, be it in
desire, experience, capability, or competence.
Senior management needs to support the middle managers who
are being required to give-up some of their power and responsibility by providing
them growth opportunities, as well. Concurrently, allowing the current power
holders the right to decide where their power will be shared is a form of empowerment.
The change must be upheld with the application of constant attention
and the goal must constantly remain in focus. Refinements to the goal must be
made. As a last thought, remember that, “Access to rewards for their work is a
form of power for employees.” (Forrester, 2000, p. 79)
Whetten & Cameron (2011) echoed many of the points made
by Forrester. Communicating a clear
vision and goals, fostering self-efficacy, availability and application of
support apparatuses for all involved, and providing abundant resources and
information are presented by both.
Tying the workers emotions to the goals, connecting the
workers to the outcomes of their work, creating confidence, and modeling are
points that Whetten & Cameron (2011) provide as additional areas of focus
for an empowerment plan.
The emotional facets of empowerment plans are the less
tangible, but equally necessary ingredients for success. They cannot be
ignored, or no amount applying of the other principles lead to a positive result.
Having works that are a decade apart to compare is helpful
in seeing the maturation of the theories behind empowerment and delegation. The
basics were bolstered and the peripheral points were developed and enhanced
over the time period.
The in depth introduction and review of the concepts was very
beneficial for me. In my current job I am privileged to have the opportunity to
grow and empower a number of employees. The reminders of goal setting and
communicating, providing information and tools, and the emotional consequences
for all involved are points I will reinforce immediately.
Forrester, R. (2000). Empowerment:
Rejuvenating a Potent Idea. The Academy
of Management Executive (1993-2005), 14(3), 67-80. doi:10.2307/4165660
Whetten,
D. A., & Cameron, K. S. (2011). Developing
Management Skills (E. Svendsen Ed. 8th ed.). Upper Saddle River, NJ:
Prentice Hall.
No comments:
Post a Comment