A520.5.3.RB_Forrestor’s Empowerment_Wathen_Sandra

A520.5.3.RB_Forrestor’s Empowerment_Wathen_Sandra

Re:  Forrestor, R. (2000) Empowerment: Rejuvenating a potent idea.  The Academy of Management Perspectives; ProQuest Central, p. 67.

This is my blog to compare and contrast the concepts discussed to those discussed in the “Empowerment: Rejuvenating a potent idea” by Russ Forrester and those of text.

As described by Russ Forrestor, empowerment is a concept that we need to learn how to apply more effectively.  He describes empowerment “implies the freedom and the ability to make decisions and commitments, not just to suggest them or be part of making them”.  He also mentions that “empowerment is about power and enhancing it”. 

One of the things that organizations tend to do with respect to empowerment is fall short in their method by which they empower.  Many organizations have problems with implementation of empowerment and that there are ways to successful ways for those that continue to struggle to bring it to fruition.  Unfortunately, some of those causes are due to the lack of throughput once implemented by those who were the implementers.  Other problems are that, although the implementation is sincere, it ends up back to status quo; often interfered with same bureaucracy as what was not intended originally.   Often times it becomes fruitless when empowerment is just an assumption of more responsibilities with no power or control.  These types of perceived empowerment implementations, often brings the workforce down and as a result has negative impact on productivity.  As Russ Forrestor states, “it is a retractable leash”. 

Much of Russ Forrestor’s writings talk about the transfer of power to those who have less power or to share power to more people who are able to exercise that power.  It is mentioned that those who were empowered did not execute satisfactorily of what was transferred to them and it became a psychological variable based on perception and that the psychological approach is not well served as it negatively affects motivation.  It is often seen as words of empowerment versus actual implementation – convince them they have it, but not really transferring it.   Other unsuccessful implementations are those that try to shift power to most of the employees in which this tries to make the empowerment equally distributed based on a fairness perspective as to not discriminate.  Sometimes one of the crippling factors is that organizations will empower without having the employees ready to accept the empowerment.  Other problems associated with empowerment, is that those who are supposed to release their powers have a hard time letting it go.  Therefore, not letting the one accepting the delegation to really have the reins on the things.  Another example of failure of empowerment implementation is that it is “piece mealed” which is only providing the person the empowerment of pieces rather than the whole.  However, the selective approach is a method of empowerment implementation that tends to be more successful.  It focuses on differentiating amongst the employees and identifies those that are ready to accept the additional power.  Some of those are finding ways to build upon the natural strengths of each employee.  Seek ways to assist them to meeting their capacity or expanding their scope of responsibility.   

So what does all this mean?  It means when an organization is sincere and wants to truly empower others within the organization they must take the necessary steps and process to implement effectively. 

For example:

·         Focus on finding ways to empower employees through increasing their  abilities

·         Foster training and development opportunities

·         Build their proficiencies through mentoring or hands-on

·         Top-Down approach for transitioning empowerment; start low-risk delegations first

·         Space to exercise their power

·         Clear goals, clear results

In comparison to the text (Developing Management Skills, 8^th Edition (Whetten & Cameron), empowerment is to develop others with a sense of self worth that includes determination, control, meaning and trust.  However, tendency is to be less empowering rather than more.  As people are often threatened by releasing power, they will tend to seek more control over their employees.  A competent manager who understands empowerment must apply his skills for empowering successfully.  If you can produce a sense of empowerment in employees and find effective ways of delegating responsibility, the outcomes are desirable for both the organization and the employee – win/win situation.  It will foster productivity, motivation and a much healthier working environment for all.  The text also provides behavioral guidelines for empowering others:  Self-efficacy (self competence); Self-determination (personal choice by alternatives); Personal consequence (personal impact); Meaningfulness (sense of value); Trust (sense of security); Delegate work effectively (using guidelines).

Our text focuses on the benefits of empowerment and the specific steps or guidelines to use for assisting with successful implementation.  Whereas, Russ Forrestor seems to focus more on the problems associated with implementing empowerment in an organization.  Although it is an important aspect with respect to understanding prior unsuccessful implementations, I felt his article focused too much on the negative aspects versus the procedures for implementing successfully.

In summary, empowerment is a win/win situation if implemented and followed through correctly.  In can bring a positive work environment to both the employee and organization.  The main thing is to do it right from the get go!