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...
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
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
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
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
Part 6.1. I would seek to change the cognitions of the employee in order to change the affects and the behaviors. The cognitions underlie the other two traits, so any change must start with the underlying values and beliefs. It is important for managers to have an understanding of organizational behavior because managers are responsible for guiding that behavior in directions that support the organization's objectives. Knowledge of OB is
Performance/Reward System: An organization can achieve a competitive edge only and only with the help of its employees. Therefore, it is necessary that right employees are selected then trained and developed and a performance-based reward system. The question then comes to the performance measurement system. In a furniture retail store where I work they stick to the old practice of a meeting of top managers and supervisor who sit down annually
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now