Information and communication technologies have driven changes in organizational management and culture, both in the way of satisfying customers and users and in decision-making. Employees, now called collaborators, no longer depend directly on the willingness of a boss or supervisor to carry out their activities. Now they are responsible for their own actions, work as a team and serve as important pieces in the institution's leadership model.
Empowerment, which can be translated as empowerment or empowerment, covers all areas of the company, from resources and capital to sales and marketing. Through this "empowerment" tool, the organization provides its members with the technology and information necessary to make optimal and responsible use of it, thus achieving the proposed objectives in a timely manner. Furthermore, in today's knowledge society, power is more related to information, capacities, skills and abilities for performance than with a formal, hierarchical and command position. The notion of "empowerment" and "knowledgment" are particularly important for the effectiveness of the activities and the achievement of the objectives of the organizations.
In this order of ideas, it is considered as a new philosophy, where the leader of the organization delegates power and authority to collaborating employees to achieve the harmonious development of activities. Decision making will no longer depend on a single person, but the collaborators have the authority, criticism and responsibility necessary to carry out their daily tasks. It is important to note that both failures and triumphs are shared by the entire team.
In this way, the collaborator is given the opportunity to give the best of himself, to obtain a greater performance on the human and professional level, to be the owner of his own acts; replacing the hierarchical model of issuing orders, with a vertical command structure exercised from the highest level of the company, and strategically promoting teamwork.
However, this model may not be adopted by some managers, stating that they will "remove the position" within the organization and forgetting that their function now will be to determine, define and strategically plan the actions of the collaborators, rather than delegate with authority to a subordinate. In this sense, every manager must lead his collaborators-followers with empowerment, which allows them to boost their self-esteem and confidence in active participation in organizational decision-making. In this way, the lead manager can measure employee performance. Additionally, team members will now view work or activity as a challenge rather than a burden. Employees have control over their work and everyone's ideas and efforts will be recognized.
Therefore, this management model allows employees to be well known, either through indicators, focus groups or direct relationships in work activities. And this implies the development of values and solid principles such as respect, trust, recognition, among others. Likewise, it should be considered that the roles within the work team must be well defined and there must be a high level of discipline in all the strategic units of the company. Commitment must be promoted by leaders and specific responsibilities must be assigned to each collaborator. Thus achieving compliance with management projects through strategic thinking.
