باز اندیشی توانمندسازی : چرا رسیدن به آن بسیار سخت است؟
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|5251||2000||14 صفحه PDF||سفارش دهید||7810 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Organizational Dynamics, Volume 29, Issue 2, November 2000, Pages 94–107
To date, empowerment remains one of the most promising, yet mystifying, concepts in business. First introduced into the corporate world in the 1980s, it quickly became a buzzword with great promise. So far, however, it has had only selective impact. The attraction was simple to understand; senior managers covet employees who accept responsibility, take a proprietary interest in their work, and willingly work hard. At the same time, employees want to feel valued, involved in their jobs, and proud of their work. The bottom-line is that managers and employees want very compatible outcomes—outcomes associated with empowerment. Why then, has it been so hard for most companies to find real empowerment? Why has the concept fallen into such disrepute? My research and experience in a wide variety of companies has taught me that the answer is at the same time simple and complex. It is time to rethink our understanding of this powerful tool.