The Practice of Empowerment: Making the Most of Human CompetenceDr Kinlaw, one of America's leading authorities on management development, sees empowerment as a way of improving organizational performance by making the most competent people the most influential most of the time, and his book provides a comprehensive and detailed model for achieving this objective. Drawing on examples and case studies from successful companies, Dr Kinlaw describes a practical, step-by-step process for introducing or extending empowerment in an organization or any part of an organization, and shows how to use feedback, team development and learning to good effect. |
Contents
What empowerment is not | 13 |
The empowerment process | 23 |
Managing the empowerment process | 37 |
The meaning of empowerment | 59 |
The payoffs of empowerment | 69 |
Targets for empowerment | 91 |
Strategies for empowerment | 105 |
Common terms and phrases
achieve Adjust the organization's become chapter coaching commitment communication continuous improvement create customers and suppliers decisions defined definition of empowerment describe developing and deploying developing and extending elements empowered organization empowered workforce empowerment initiative Empowerment Process Management ensure environment evaluate example exists expect extend the competent extending empowerment feedback Figure formance freedom growth of empowerment improve performance Individual Empowerment Matrix individuals and teams information inputs interaction interpersonal kinds Kinlaw LEARNING POINT levels managers and employees meaning of empowerment ment mental resources natural environment organizational development organizational learning output participation payoffs Performance appraisal person planning Process Management Model process of empowerment responsibility rewards role definition roles and functions self-managed services and products solve problems specific steps strategies for empowerment strengthen empowerment structure superior teams supervisors team development team formation team members tion total performance total quality management traditional