Introduction
Increasing competition, combined with high consumer demand and demands for quality, flexibility, speed, functionality and low costs, have put not only organizations, but also the people involved in them, in a state of revolution. This suggests another type of administration: empowerment.
This tool replaces the old hierarchy with self-directed teams, where information is shared with everyone. Employees have the opportunity and the responsibility to do their best. Anyone outside the company can easily spot where it is being inefficient. The problem is that the people who work within it do not even notice the things that are going wrong, or if they notice it, they pretend that nothing is happening. Some of the negative aspects of a company, in terms of its development, may be the following:
Hardly anyone gets excited about things related to work.
The things that do excite them are outside of work.
People only care about their salary, their vacations, and their pensions. Another thing, forget it!
Empowerment
1. Definition
Empowerment means empowerment or empowerment which is the fact of delegating power and authority to subordinates and giving them the feeling that they own their own work.
In English "empowerment" and its derivatives are used in various meanings and contexts, but in Spanish the word is in conflict with a series of expressions that approach without achieving the fullness of the noun. "Empowerment" is homologated with "empowerment" and "to empower" with "empower", while older expressions such as "empower" and "enable" are deprecated.
Other related translations:
To empower: give or grant power; empower, enable, empower, authorize, empower, empower, allow, empower, grant the right (or the faculty) of, etc.; Confer powers; (in the commercial or legal sense) empower, commission.
- Empowerment: empowerment, empowerment, empowerment.Empowered: empowered, empowered, empowered.Powered: empowered.
Empowerment: It means that employees, managers and teams at all levels of the organization have the power to make decisions without having to require the authorization of their superiors.
The idea behind empowerment is that those who have been directly related to a task are the best suited to make a decision about it, with the understanding that they have the attitudes required for them.
Empowerment means creating an environment in which employees at all levels feel they have a real influence on the quality, service and efficiency standards of the business within their areas of responsibility. This generates an involvement on the part of the workers to achieve the organization's goals with a sense of commitment and self-control and, on the other hand, the administrators are willing to give up part of their decision-making authority and hand it over to workers and teams.
Employees, administrators or work teams have the power to make decisions in their respective areas, this implies acceptance of responsibility for their actions and tasks.
Empowerment is a tool of total quality that in continuous improvement and reengineering models, as well as in expanded companies, provides elements to strengthen the processes that lead companies to their development.
Empowerment becomes the strategic tool that strengthens leadership, that gives meaning to teamwork and that allows total quality to stop being a motivational philosophy, from the human perspective and become a radically functional system.
2. Foundation
According to Koontz and Weichrich, it works like this:
- Power = Responsibility (P = R) Yes Power> Responsibility (P> R). The result would be an autocratic conduct by the superior, who is not responsible for his actions. If Responsibility> Power (R> P). The result would be frustration on the part of subordinates, as they lack the power necessary to carry out the activities for which they are responsible.
3. Empowerment premises
These premises must be promoted by the management, in cascade and at all levels, these are:
- Responsibility for designated areas or yields. Control over resources, systems, methods, equipment. Control over work conditions.
Authority (within defined limits) to act on behalf of the company.
New evolution scheme for achievements.
4. Symptoms of Traditional Businesses
- In traditional companies your position belongs to the company. Only orders are received. Your position does not really matter. You do not always know if you are working well, generally the indicators are not clear. You always have to keep quiet. Your position is different from what who you are. You have little or no control over your work
5. Negative Consequences of Symptoms of Traditional Businesses
- Repetitive and unimportant work Confusion in people Lack of confidence Lack of contribution in decisions No one knows if one works well No one knows what is happening Little time to solve problems Existence of rules and regulations Complexion. Others solve one's problems. People are not given credit for their ideas or efforts. Lack of resources, knowledge, training.
6. Characteristics of the Companies that have experienced the Empowerment
- The position belongs to each person. The person has the responsibility, not the boss or the supervisor, or another department. The positions generate value, due to the person who is in them. People know where they are standing at all times. People have power over the way things are done. The job is part of who the person is. The person has control over their work.
7. Positive Results of Empowerment in People
- Their work is meaningful. They can develop a variety of assignments. Their performance can be measured. Their work is challenging and not burdensome. They have authority to act on behalf of the company. Participation in decision making. You hear what they say They know how to participate in a team They recognize their contributions They develop their knowledge and skills They have real support
conclusion
Empowerment within a company is a very important factor, since it is the fact of delegating power and authority to subordinates and the team that provided help in this investigation (Sandra, Verónica and Brenda), we believe that in order to send to do a job well done you always have to know how to do it.
Empowerment is a tool of total quality that in continuous improvement and reengineering models, as well as in expanded companies, provides elements to strengthen the processes that lead companies to their development.
In the same way, it is necessary to have: a vision that indicates the direction of the company and how decision-making helps us achieve it; values, which act as guides to carry out decision making.
Bibliography
- Blanchard, Ken. Empowerment, Three keys to achieving the process of billing employees. (2004). Editorial Norma SA Bogotá, Colombia.Terry, Wilson. Empowerment Manual, how to get the best from your collaborators. (nineteen ninety six). Ediciones Gestión 2000. Spain.
