Monday, December 11, 2006
A case for empowerment
11th December, 2006 - Business Line
Empowering creates a win-win situation for both the employee and the employer. Employees gain greater job satisfaction together with an increased sense of worth, through the application of a wider spectrum of skills and abilities.
Empowerment is essentially a democratic process, allowing employees more say in the decisions made by the management. Empowerment comprises revamping and changing the boss-subordinate relationship in companies. The familiar command-and-control system is gradually yielding place to the counselling and coaching style of management. Empowerment basically implies building into the employee psyche a high degree of confidence, courage, and competence (by training) so that they are able to resolve issues by themselves, which otherwise will be referred to higher management.
The increasing rate of change, the turbulence of the market, the speed of competitive poaching, the vagary and variety of customer demands, and the ever-increasing thicket of legislation and regulation — all warrant a tremendous pace and flexibility of response that is incongruent with the conventional style of management.
Doctrine of authority
Hierarchy enshrines the doctrine of unbridled authority, which has a pride of place only in the pantheon of orthodoxy. The person at the helm holds on to authority, which he distributes at his whim and fancy. He can withdraw it at any time he wants. The setting is similar to a dog being held under the telescopic leash!
On the other hand, an empowered organisation has a flat structure. The organisational culture is more trust-oriented and generates a greater degree of self-confidence, self-reliance, and self-management among employees. Employees are expected to take risks and learn from their mistakes. An error is equated with a learning opportunity. The overall organisational climate is benign, educative, and tutorial. The company is dedicated to creativity, development, and skill-upgradation.
Win-win situation
Empowering can be win-win for both the employee and the employer. Employees gain greater job satisfaction together with an increased sense of worth, through the application of a wider spectrum of skills and abilities. They are motivated to develop themselves in an environment, which is conducive to learning. They obtain a sense of ownership and belonging, thanks to the extra power, authority, and responsibility.
Employers get the advantage of working with a more committed, better-informed, and clearly focused workforce. Employers also gain from the experiences and ideas of the people working at the cutting edge.
People who come into direct contact with the customers and suppliers invariably have a different and more authentic story, which in the pyramidal type of organisation will go through a smoke screen and, hence, get distorted. Finally, employers stand to gain by better productivity, enhanced quality, and reduced turnover on the part of the employees.
Implications of empowerment
As a developmental technique, empowerment essentially implies that the organisational power structure be modified so as to create more power centres in the lower echelons of management. The extent to which employees feel that power has been dispersed and distributed is a significant criterion in creating a climate of empowerment. This emotional impact and awareness is indeed a critical component in this exercise.
Employees must experience the aura and aroma of power, along with the freedom to use that power. They must be able to internalise the sense of fulfilment and satisfaction in sequel to such an experience. Different employees may approach empowerment with different personal experiences, and different affiliations to work.
For some employees, their work situation may not occupy a premier or pivotal position in their lives. Hence, their desire for and appreciation of empowerment may not be great. They may even deem empowerment as an avoidable workload and additional burden.
Whereas there are employees who perceive empowerment as a positive element, and as an opportunity for advancement in the organisation.
`Customer delight'
The winning strategy in marketing and service delivery demands a bona fide concern for the customer, and an unflinching commitment towards "customer delight" — as the Japanese would say. The employee must put his heart and soul into the task of making the customer rejoice, which skill is a fine art. It is an accomplishment that goes much beyond the paradigms prescribed in the manuals of marketing taught in the business schools. Such performances are possible only in an empowered environment.
Basic and intrinsic management skill is becoming more scarce and expensive. In the words of Philip Sadler, "The long-term success of the business in attracting, retaining, developing, motivating, and utilising the best talent in its field is likely to be the biggest single factor in determining its long-term commercial viability."
Staff are no longer content with the limited scope and little freedom offered by the old system. Companies must provide better opportunities for employee initiative and education. Such parameters are possible only under an umbrella of empowerment.
Corporate goal
It is the relationship between the organisation, its customers, and its employees that creates the context in which empowerment can be merged with the overall corporate goals.
Cutting through language and jargon, companies carry the responsibility to provide customers with standardised and predictable experiences.
Such experiences must be designed to meet and fulfil customer expectations. Employees must be guided to work towards this major objective.
It is the climate of empowerment that enables employees to operationalise this corporate objective and in the process gives them a sense of elation and achievement.
When push comes to shove, companies are commercially driven and profit-oriented. There are always compulsive and competitive pressures, which management must handle if the company has to survive, leave alone thrive. Empowerment, at the end of the day, does seem to offer an ideology and a band of techniques to arrive at this destination.
Empowerment is more than just another form of organisation. It is the manifestation of a set of values that regards people as an asset, and not a liability. It is important to understand that empowerment will flourish only when there is a demand for it.
Empowerment cannot be distributed like a luncheon voucher. People must step forward to take it: they must yearn to attain it. If employees want it, they will get it. If they do not get it, that means they do not want it.
Empowering creates a win-win situation for both the employee and the employer. Employees gain greater job satisfaction together with an increased sense of worth, through the application of a wider spectrum of skills and abilities.
Empowerment is essentially a democratic process, allowing employees more say in the decisions made by the management. Empowerment comprises revamping and changing the boss-subordinate relationship in companies. The familiar command-and-control system is gradually yielding place to the counselling and coaching style of management. Empowerment basically implies building into the employee psyche a high degree of confidence, courage, and competence (by training) so that they are able to resolve issues by themselves, which otherwise will be referred to higher management.
The increasing rate of change, the turbulence of the market, the speed of competitive poaching, the vagary and variety of customer demands, and the ever-increasing thicket of legislation and regulation — all warrant a tremendous pace and flexibility of response that is incongruent with the conventional style of management.
Doctrine of authority
Hierarchy enshrines the doctrine of unbridled authority, which has a pride of place only in the pantheon of orthodoxy. The person at the helm holds on to authority, which he distributes at his whim and fancy. He can withdraw it at any time he wants. The setting is similar to a dog being held under the telescopic leash!
On the other hand, an empowered organisation has a flat structure. The organisational culture is more trust-oriented and generates a greater degree of self-confidence, self-reliance, and self-management among employees. Employees are expected to take risks and learn from their mistakes. An error is equated with a learning opportunity. The overall organisational climate is benign, educative, and tutorial. The company is dedicated to creativity, development, and skill-upgradation.
Win-win situation
Empowering can be win-win for both the employee and the employer. Employees gain greater job satisfaction together with an increased sense of worth, through the application of a wider spectrum of skills and abilities. They are motivated to develop themselves in an environment, which is conducive to learning. They obtain a sense of ownership and belonging, thanks to the extra power, authority, and responsibility.
Employers get the advantage of working with a more committed, better-informed, and clearly focused workforce. Employers also gain from the experiences and ideas of the people working at the cutting edge.
People who come into direct contact with the customers and suppliers invariably have a different and more authentic story, which in the pyramidal type of organisation will go through a smoke screen and, hence, get distorted. Finally, employers stand to gain by better productivity, enhanced quality, and reduced turnover on the part of the employees.
Implications of empowerment
As a developmental technique, empowerment essentially implies that the organisational power structure be modified so as to create more power centres in the lower echelons of management. The extent to which employees feel that power has been dispersed and distributed is a significant criterion in creating a climate of empowerment. This emotional impact and awareness is indeed a critical component in this exercise.
Employees must experience the aura and aroma of power, along with the freedom to use that power. They must be able to internalise the sense of fulfilment and satisfaction in sequel to such an experience. Different employees may approach empowerment with different personal experiences, and different affiliations to work.
For some employees, their work situation may not occupy a premier or pivotal position in their lives. Hence, their desire for and appreciation of empowerment may not be great. They may even deem empowerment as an avoidable workload and additional burden.
Whereas there are employees who perceive empowerment as a positive element, and as an opportunity for advancement in the organisation.
`Customer delight'
The winning strategy in marketing and service delivery demands a bona fide concern for the customer, and an unflinching commitment towards "customer delight" — as the Japanese would say. The employee must put his heart and soul into the task of making the customer rejoice, which skill is a fine art. It is an accomplishment that goes much beyond the paradigms prescribed in the manuals of marketing taught in the business schools. Such performances are possible only in an empowered environment.
Basic and intrinsic management skill is becoming more scarce and expensive. In the words of Philip Sadler, "The long-term success of the business in attracting, retaining, developing, motivating, and utilising the best talent in its field is likely to be the biggest single factor in determining its long-term commercial viability."
Staff are no longer content with the limited scope and little freedom offered by the old system. Companies must provide better opportunities for employee initiative and education. Such parameters are possible only under an umbrella of empowerment.
Corporate goal
It is the relationship between the organisation, its customers, and its employees that creates the context in which empowerment can be merged with the overall corporate goals.
Cutting through language and jargon, companies carry the responsibility to provide customers with standardised and predictable experiences.
Such experiences must be designed to meet and fulfil customer expectations. Employees must be guided to work towards this major objective.
It is the climate of empowerment that enables employees to operationalise this corporate objective and in the process gives them a sense of elation and achievement.
When push comes to shove, companies are commercially driven and profit-oriented. There are always compulsive and competitive pressures, which management must handle if the company has to survive, leave alone thrive. Empowerment, at the end of the day, does seem to offer an ideology and a band of techniques to arrive at this destination.
Empowerment is more than just another form of organisation. It is the manifestation of a set of values that regards people as an asset, and not a liability. It is important to understand that empowerment will flourish only when there is a demand for it.
Empowerment cannot be distributed like a luncheon voucher. People must step forward to take it: they must yearn to attain it. If employees want it, they will get it. If they do not get it, that means they do not want it.
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