Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Empowerment Perceptions and Conflict
Modern organizations often grow beyond executive control. As a result, management process often becomes expensive to monitor. This is based on the knowledge that quality managers are scarce. However, there is an option of building internal organization mechanism; for instance, empowerment to substitute the absenteeism of management. This study shows how empowerment is applied to provide consensus in an organization. Parameters prompting an organization to apply empowerment as management supplement are identified. The study also examines the perception of power and its importance in providing solutions in a conflict situation.
Background of Empowerment in an organization
Aamodt (2012) establishes that organizations make sufficient change because managers when done their homework in matters related to employee appraisal. Previous research examined the close relation between the complexities of organization empowerment to the general quality of employee output. Empowerment is based on the knowledge that modern day organizations are often faced with challenging labor conditions. As a result, an organization will often be confronted by the negative effects of labor mobility if their employees feel they are not empowered...
In any case, the empowerment equips employees to make successful autonomous decisions. This fosters efficiency in an organization and employee will feel independent and responsible. Secondly, it is prudent to understand empowerment as a channel to redistribute authority, power and communication (Daft, 2007). However, there is a close relationship between the nature and quality empowerment adopted in an organization. In peculiar situations, an ambitious empowering strategy can lead disempowerment.
Empowerment or Disempowerment impacts to different situations
Empowered employees will often take positive charge in different situations. On the other hand, disempowered employees are often relegated to critic or complaint zone. However, it is logical to reaffirm that a conflict zone requires the diligent participation of all members in an organization. In any conflict, several disparities in the decision are often created. Different employees find themselves party or party-not to the conflict. For example, organization XYZ has instituted the Research and Development department to examine whether activity ABC is profitable to the company. Empowered employees will access the technicalities involved in activity ABC while disempowered employees…
References
Aamodt, M. (2012). Industrial/Organizational Psychology: An Applied Approach (Google eBook). New York: Cengage Learning.
Chen, M. (2008). National Culture and Employee Perceptions of Teamwork, Management Accessibility, Participation in Decision Making, and Innovativeness in a Multi-national Corporation. New York: ProQuest
Daft, R. (2007). The Leadership Experience. New York: Cengage Learning.
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
Empowerment The concept of empowerment is not a new one, but it seems that within the last two decades it has become a buzz word. Thinking about empowerment goes back to people who were denied any type of rights whether that be to decide how they were going to live, work, eat, or make any decision regarding their own lives. It does not matter what era of history is perused there
Similarly operational efficiency is crucial for control but too authoritative approach to a controlled culture is no more feasible in the current business environment because it stifles creativity and hinders employee freedom affecting overall business performance. Innovation and setting benchmarks and preparing people to achieve such high standards become the hallmark of organizations that strive for competence. Lastly cultivation culture is about stirring the lives of customers and employees
In fact, as early as the 1989-1990 school years, school-based decision making was implemented in three elementary schools in the Memphis City School System (Smith, Valesky & Horgan, 1991). Based on this seminal initiative, improvements were cited in: (a) the coordination provided by the school councils; (b) school-based staff development activities; (c) support and services provided by the district central office; (d) data and reports provided to the individual
This type of empowerment refers to empowerment on an organizational level. It refers to the concrete transference of power to the employee through policies and direct actions that provide the employee with greater resources and channels through which to exercise their power. This may be in the form of voting rights on key company decisions, or it may mean an open-door policy from management. Three concepts are associated with empowerment:
Instead, it is increasingly evident that stark political conditions have weighed heavily on the nature of either side's identity, indicating that that conformity is a powerful force in the Islamic world. Social Perception and Social Cognition: Social perception and social cognition are rampantly distorted in many parts of the Middle East. For many Shiite and Sunni combatants, a lack of access to education, history or the ability to critically assess global