Management Empowerment and Performance of Middle Management Essay

Download this Essay in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Essay:

Management

Empowerment and Performance of Middle Management

The empowerment of middle managers is a paradox that is not easily solved. As this strata or level of management is often given responsibility for making sure goals are achieved yet often they have little actual authority to demand results or use legitimate power (French, Raven, 1960). Empowerment from senior management is one potential approach to augmenting the effectiveness of this level of management yet the context of empowerment is just as critical as the support given (Bartunek, Spreitzer, 2006). This paper will analyze the approaches for middle managers to be more effective in their roles, with empowerment being an enabler, not the foundation, of long-term change. For middle managers to achieve that, they must also continually improve and transform themselves from supporters of the status quo (as managers often do) to being transformational leaders in their own right (Jackson, 1991).

Empowering the Middle Manager -- Harder Than It Looks

The much-used word of empowerment tends to overgeneralize and simplify how difficult it is to give middle management the skills and leadership qualities necessary to get departments and employees to cooperate and get tasks completed on time. Empowerment cannot entirely be conveyed from the outside of any individual. And while the five bases of power, including coercive, reward, legitimate, referent and expert power are all critically important to a middle manager's ability to get work done and gain cooperation, they alone cannot be conveyed on anyone (French, Raven, 1960). Instead, senior management must create an environment that provides middle management with the opportunity to show how their skill sets can be best used for the unique requirements and needs of their organizations, allowing their innate talents and abilities to surface. This nurturing aspect of senior management is also critical for the middle manager to attain a degree of credibility with their staff, other subordinates in related departments relied on for work, and also for their reputation in the company. All of these aspects or attributes of a manager are not possible to provide from the outside or from a simple declaration from a senior leader in an organization (Bartunek, Spreitzer, 2006). Rather, these attributes must be earned and more fundamentally than that, emanate out of who the middle manager really is. If a senior management team can create environments conducive to their promising middle managers so that these innate leadership attributes begin to get used on projects and programs, then the company will be on its way to creating a more effective middle management layer (Ismail, Mohamed, Sulaiman, Mohamad, Yusuf, 2011). It is just as much of a senior management issue as a middle management one. Studies indicate that the most transformational leaders are those that concentrate on creating a culture of trust in their companies, and everyone, from the individual contributor to the senior manager, all are empowered to contribute (Eisenbeiss, Boerner, 2010). Therefore empowerment becomes a cultural aspect of the company, not necessarily one enforced through hierarchical means. Keeping along with this viewpoint it is impossible to order highly skilled and knowledgeable professionals to trust someone they inherently do not. Reporting to a middle manager is not the same as trusting or respecting them, as many employees today would quickly admit (Kuepers, 2011). But for the middle manager to be empowered, they must aspire and gain the trust and respect of their subordinates if they are to increase their own ability to deliver value over time to the organization. The path to empowerment is not a clean, well-defined one with clear mile makers along the way for a given manager. Rather, senior management, the leaders of an organization, need to concentrate on how best to create the right opportunities for middle management to gain trust and respect, begin to forge their own transformational leader skill sets if they are to continue maturing as managers (Jogulu, 2010). It is as much of a shared responsibility as a completely owned one by the middle manager. The hard reality of empowerment is that is it not easy to do well, and second, it requires the concentrated commitment of senior management to make it as effective as possible. Third, empowerment must be individualistic and focused on how best to make…[continue]

Cite This Essay:

"Management Empowerment And Performance Of Middle Management" (2011, February 19) Retrieved December 7, 2016, from http://www.paperdue.com/essay/management-empowerment-and-performance-of-49768

"Management Empowerment And Performance Of Middle Management" 19 February 2011. Web.7 December. 2016. <http://www.paperdue.com/essay/management-empowerment-and-performance-of-49768>

"Management Empowerment And Performance Of Middle Management", 19 February 2011, Accessed.7 December. 2016, http://www.paperdue.com/essay/management-empowerment-and-performance-of-49768

Other Documents Pertaining To This Topic

  • Empowerment One of the Catch

    What management does still exists must maintain an open door policy, so as to help lower level employees transition and communicate concerns but again managers are likely to have a clear idea that this is a behavioral manner of influencing actions. (Tyler, 1997, p. 323) Though the transition to flat organisation may benefit most organisations, it is still a transitional situation that requires special understanding of employee empowerment as well

  • Management & Supervision in Social

    Part of the supervisor's job is to education social workers, help social workers "internalize the service aspirations of social work practice" and moreover help sustain "the worker-as-person in the face of difficult challenges" (Kadushin, 22-23). Following the reading of this book, I am aware that when social workers perform "non-uniform tasks" in "uncertain and unpredictable contexts" -- toward objectives that are perhaps "ambiguous" -- that leads directly to more "decentralization

  • Management Challenges the Role of

    This qualitative study, which used the methods of case study, in-depth interviewing, and focus group discussions (FGDs) is particularly vital to the implementation of change in organizational structures, from being a hierarchical to being decentralized. Like Perry, the study puts the manager's role as the most pivotal within the organization, primarily because s/he serves as the 'catalyst' for change and innovation in it. Other literature also stress the role of

  • TQM Total Quality Management Also Called TQM

    TQM Total quality management, also called TQM in short, is the process of organizing teams and processes for the purpose of bringing together individuals so that the quality was improved through training and new technology. The importance of this activity was recognized right in the beginning, as these are the two most important elements. There are individual performers in every organization who are capable of meeting the most stringent needs of

  • Managing Organizational Culture

    Human Resources Managing Organisational Culture The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects. In dealing with the management of organisational culture, it is

  • Managing a New Restaurant Several

    5. Top-level managers are likely to be more focused on management issues and communication with middle managers than on possible personal issues. Top managers are generally focused on the mechanics of effective management, as well as on financial matters. While they should also encourage open communication between themselves and workers, this will often happen via middle managers and focus on business and financial matters. This is particularly so in large

  • Management and Leadership

    Management and Leadership DIscussion For decades, school management processes have been popular among schools around the nation. School management processes put more responsibility on the local teacher and administrator basis in order to influence more positive results. The success of student learning depends heavily on "community participation, decentralization or teacher empowerment" (Wohlstetter & Mohrmon, 1994). This allows principals to step up and take a managerial approach to implementing individual and strategies


Read Full Essay
Copyright 2016 . All Rights Reserved