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Thursday, 12 July 2012

EMPOWERMENT

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EMPOWERMENT

It signifies that the employees, administrative or teams of all the levels of the organization have the power to take decisions without requiring the authorization of their superiors. The idea in which is based the Empowerment is that who are found directly related to a task are the most indicated to take a decision about it, because they haver the attitudes required for it. Actually, the idea of the Empowerment is situated in the proposals on suggestions, enrichment of functions and participation of the employees.

Not only the delegation but also the Empowerment are question of degree. Both of them imply that employees and teams accept the responsibility of its actions and tasks. Conceptually, it can be illustrated in the following way

· The power should be the same as the responsibility (P = R)

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· If the power is greater that the responsibility (P R), the result could be an autocratic conduct on the part of the superior, who will not be hold responsible by its actions.

· If the responsibility is greater that the power (R P), the result could be the frustration of the subordinate, since they do not have enough power to perform the tasks they are responsible for.



Some reasons of the interest of the Empowerment are the global competitiveness, the need to respond quickly to the demands and expectations of the clients and the demand of greater autonomy to a labor force better prepared. The empowerment of the subordinate. Thus, a style of leadership, autocratic, when is used as the only form of administration, turns out to be inadequate for the organizations of the century XXI. The employees desire to be taken into account and to participate in the decisions, what at the same time produces in them a feeling of ownership, execution and self-esteem.

For an efficient administration is required a sincere acceptance of the empowerment, based on the mutual confidence, supported in the transmission to the employees of the pertinent information for the development of its tasks and the assignation of it to competent people. Besides, the employees deserve to be rewarded by exercising its authority of decision. But also it is necessary to consider the impact in the superiors of the empowerment of the subordinates. The needs of those should take into account, assigning them, for example, more complex tasks.

Few changes in the business have also been received and are nevertheless as problematic as the movement to create work environments encouraged by employees that have been authorized. Empowerment offers the potential to exploit a source sub-utilized of human capacity that has to be utilized so that the companies survive in the dynamic and increasingly complex world of today.

Authorized employees benefit the organization and also benefit themselves. They have a greater sense of purpose in its employment and in their life, and their participation is translated directly in continuous improvement of system and processes in the place of work. In an organization in which the employees have been authorized, they contribute with their better ideas and initiatives to their tasks in a sense of enthusiasm, property and pride. Besides they act with responsibility and place the interests of the organization first at all. The traditional model of manager that controls and the employees controlled, no longer are useful. To create a good environment of work is precise to change the mentality of command and control to an environment of responsibility and support in which, all the employees have the opportunity to give the best of themselves.

Not only the managers but also the employees have to learn, firstly, not to be bureaucratic and in second place, to be authorized. Unfortunately many managers do not understand that to authorize implies to free powers that the persons already have.

Empowerment is a practical manual that guides to its readers to continue step by step the fight of a manager by discovering three essential keys of authorizing.

Even when many managers say that to authorize is only another useless thing, we find that the ones that work in an organization are felt naturally attracted by the idea of a greater personal rapport in all the levels. Likewise a lot of businesses have succeeded with this way to proceed.

THE FIRST KEY

“TO SHARE INFORMACION WITH EVERYONE” It means to speak about the behavior of the company with all the organization, although sometimes it could be thought that it would carry to chaos and anarchy. We must remember that the leaders who do not be willing to share the information with their employees will never have them like associates to handle the company with success and they will not have never an authorized organization. To share the information is absolutely indispensable to authorize an organization. In few words we can say that the information is the way to acquire responsibility in the COUNTRY OF THE FACULTIES. Because every leader should have responsible and dependable collaborators in its organization. We must show them that we trust them giving them all types of information, also the most delicate one.

· It is the first key to authorize people and organizations.

· It allows the employees to understand the present situation in clear terms.

· It is the way to create confidence in every organization.

· It finishes whit the hierarchical traditional way to think.

· It helps people to be more responsible.

· They stimulate them to act as if they were owners of the business.

In this first key we should not forget the goals, which in the majority of the organizations the goals are decided in the high levels and then, they are delivered to the lower ones. To finish with this traditional hierarchical idea, the first thing to do is to create a confidence environment.

THE SECOND KEY IS “TO CREATE AUTONOMY THROUGH BORDERS”. This means that without rules to guide employees, they return to their old habits of when they did not be authorized.

TO CREATE AUTONOMY THROUGH BORDERS

· It is based on shared information.

· It clarifies the vision

· It helps to translate the vision in roles and goals

· It defines values and rules that support the desired actions; when the values are clear to take decisions is easier.

· It develops structures and procedures to authorize people.

Some companies begin with a convincing vision, this means that they understand the three first areas of borders of our list. CAPTIVE, EMOTIONAL, AND INTELLECTUALLY, to the members of our organization and clarifies their needs, desires, values and beliefs. The way to create a convincing vision is to paint a picture of the future, an image that clarify the purpose of an organization.

THE THIRD KEY IS “ TO REPLACE THE HIERARCHY WITH AUTODIRECTED TEAMS”

· Authorized teams can do more than authorized individuals.

· Employees do not begin knowing how to work in teams.

· The dissatisfaction is a natural step of the process.

· All of them have to be coached in dexterities of team.

· Commitment and support have to come from the highest levels.

· Teams of information and dexterities are able to replace the old hierarchy.

Does the team has a leader? It can have one but if it is a high performance team, it is not known who is the leader. All of them share equally the responsibilities. The leadership of the team can rotate, but the group decides how.

Positive results of the Empowerment in People.

· Their work is significant

· They can develop a diversity of assignments.

· Their performance can be measured.

· Their work means a challenge and not a load.

· They have authority to act in name of the business.

· They take part in making decisions.

· They are listened.

· They know how to work in a team.

· Their contributions are recognized.

· They develop their knowledge and abilities.

· They have true support.

Why does EMPOWERMENT fail?

Although some companies looking to improve their staff by the empowerment, they usually fail without achieving the desired results.

It usually owes to a lack of attention and because it is not shown in a concrete way what it is and the results that are expected.

If the fundamental factors of the empowerment (customers satisfaction, to improve financial results and to retain and to attract the adequate employees) are not incorporated, the managers will obtain only mediocre results.

The options to delegate responsibility are

· To entrust the work to the adequate person.

· to delegate authority to carry out the work and to take decisions.

· to delegate the work without giving authority to take decisions.

· to do oneself the work.

Results of the Empowerment

· It improves the performance of the teams of work

· It generates greater level of productivity and production of initiatives on concrete facts

· It increases the customers satisfaction

· It is achieved a better performance against the competence.

· It tries to correct excessive centralization of power in businesses.

· It promotes the contribution and active participation of the members of the business.

· It promotes the teamwork and the immediate decision making before changes in the environment of the business.

· The decision making is easily.

· It involves the staff to offer quality to the customers.

· It improves the services

· It authorizes the employees to take decisions

· It encourages the staff, which feels taken into account and an important part of the business

.

Conclusion.

The empowerment then, would basically be a new form to manage in which certain authority and power is shared between the managers and the employees.

Some interest reasons of the Empowerment are the global competitiveness and the need to answer quickly to the demands and expectations of the customers.

For an efficient administration it is required the adoption of the empowerment based on the mutual confidence, the communication between employees of the pertinent information and the assignation of the tasks to competent people. Besides, the employees deserve its prize by exercising its authority of decision

“Does not be a matter of delegating power but of giving it”

There is a great difference between these two situations The delegation of power reproduces the pyramidal business (to give it), it generates practices of systems in network. To deliver the power is to turn the pyramid; who is in contact with the customer or the machine, should be able to do all that is in conditions to do. Because of it the organization should create the conditions so that this happens, so that the people do everything they can reach.

The Empowerment, without any doubt is a good strategy. But it alone will be not able to achieve a positive effect in the business because it involves a great effort on the part of all the people of the business.

www.el-castellano.com

www.puntolog.com

www.educom.on.ca/empowerm.htm

AdministraciĆ³n Una perspectiva global Harold koontz/Heinz Weihrich

Empowerment takes more than a minute Ken Balnchard

10 steps to empowermen, a common-sense guide to managing people Diane Tracy

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