ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00518.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTThe word “empowerment” is associated with several different and fundamentally inadequate paradigms. This paper presents an alternative, empowering view of empowerment. The essence of empowerment is increasing the behavior potential of persons, individually and in groups and organizations. Behavior potential is not some abstract concept of “what a person might do if” Instead, it is the totality of behaviors that are actually available to a given person in a given environment. These behaviors do not occur in a vacuum; behavior potential is the intersection of the person's behavioral productions with the organization's expectations and permissions. An individual is empowered to the extent that he or she possesses a rich repertoire of behaviorsandis expected and permitted to make full use of this repertoire by the organ

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00519.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTLeaders work at all levels in organizations, but few of them are truly empowered. Why don't organizations do a better job of empowering them? Four factors obstruct organizations' efforts. Most leadership development programs (a) are offered out of context of other organizational development efforts; (b) are generic and not specific to organizations' needs for change; (c) do not last long enough; and (d) are based on either a skill development model or a personal development model, instead of personal development interweaved with skills development.An effective program to empower leaders might overcome these obstacles by drawing on initial and continuing support from top management; implementing an articulated plan including training, reward systems to encourage leaders to develop others, appropriate process and outcome performance appraisal objectives, and regular channels for feedback among individuals across many organizational levels; linking process goals (e. g., building community, envisioning) to organizational outcome goals; developing mechanisms to institutionalize long–term leadership and organizational development goals; and ensuring that training addresses skill and personal areas of development as much in concert as possibl

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00520.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTIn response to the perceived need of many organizations to increase the quantity, quality, and timeliness of training, their shortage of experienced instructional developers, and constrained training budgets, software systems are being created to assist both novice and expert instructional technologists. The underlying philosophies and goals of such “ID automation” tools and their potential effects upon the organizations who adopt them as well as upon the human performance technology profession must be examined so that they will help to empower rather than hinder their us

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00521.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTThis article explores empowerment as a performance technology intervention in general, and as a decision making strategy in particular. Typical managers are apprehensive that empowerment will force them to relinquish their decision making authority. The use of a framegame provides a high touch approach to fair, open, and interactive decision making. This article describes a framegame calledElephant Gropefor facilitating cross–group decision making. The requirements and rules for playingElephant Gropeare discussed in detail. Sample applications for conductingElephant Gropein various organizational settings to achieve various performance outcomes are described. Suitable follow–up activities are suggested to enhance both the process and the product of decision mak

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00522.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTEven in a U. S. economy that is suffering from falling productivity rates, declining market share, and continuing trade balance deficits, some businesses are successful. This article describes some strategies these companies have adopted to stay competitive.What sets the productive companies apart is their ability to shift rapidly to new ways of doing business. In making such transitions, the successful companies recognize that, while machinery and equipment are important factors in winning the race for productivity improvement and global competitiveness, the most important factor is the effort made by human beings. We suggest that since the improvement of human performance is the concern of performance technologists, they should be contributing to the competitiveness of their own and their clients' organization. This article gives examples of innovations that have restored companies to competitiveness and suggests ways that performance technologists can prepare themselves to assist their own companies and clients to introduce similar innovations.

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00523.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTFrontal assaults (e. g., training, team building, strategic planning) on organizational dysfunctions have been a staple of performance technology. A newly popular stratagem—‐employee empowerment—‐seeks to address dysfunctions by vesting more organizational power with the individual employee. This usually means that the manager and employee set specific and measurablemutualgoals that require the manager to relinquish measurement processes and tools to the employee and then hold the employee accountable for quality, customer satisfaction, etc. However, managers may be loath to give up their traditional areas of control, while employees may be unaccustomed to assuming responsibilities of management. Therefore, around and between the more formal strategies for employee empowerment, the performance technologist needs to consider tactics beyond those of conventional organization deve

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00524.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

ABSTRACTAfter all the trendy approaches to improving performance have failed, where can we look for the wisdom we need to advise management on how to overcome employee apathy? The concept of employee empowerment is far from new. Five thousand years ago, the sages of ancient China first formulated the principles of Tao, the primal power that forges all phenomena in the universe. They believed that each individual was a microcosm of the universe. Twenty–five hundred years ago, gifted Chinese scholar Lao‐tzu eloquently and concisely described the power that comes from being in harmony with the evolving force of nature.The principles Lao‐tzu set forth inTao Te Chingare as valid today as they were 26 centuries ago. They challenge us to use nature as our model, balancing the extremes in life and work, not causing them; to discover intellectual independence, relying on our own inspiration and instincts; to practice simplicity; to build personal power through awareness and knowledge, and to direct events without resorting to

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00525.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00526.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1991.tb00527.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY