Case Study - Delegation and Empowerment
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- Date Submitted: 09/13/2010 07:35 PM
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Case study two
Question 3. Delegation and Empowerment
“It is a lot easier and faster if I just do it myself.” Certainly everyone had that in their minds. I know I have, but this approach is wrong, it will severely limit your productivity. Instead, by learning how to effectively delegate and empowering others can expand your productivity and effectiveness.
“He believes he has to know people well enough to trust them and their judgments….”- (Appendix 1). Jack knows it the best, you just cannot trust someone without knowing them well enough first, especially in a business organisation. In the case it says: “Every week, there are unexpected visits to plants and offices…..” This is one of the Jack’s ways of getting to know employees. “We’re pebbles in the ocean, but he knows about us.” – (Case). All these above has showed that he would give the power his employees but on the other hand, he needed to know that particular person well enough to trust him/she, that he/she has the abilities for the job.
Another important aspect of this process is the Work-out (The GE Work-Out). Where thousands of GE employees get an opportunity to share their ideas and thoughts, even lower-levels of the organisation can suggest and share their ideas to the bosses. This empowerment concept has been greatly favoured by Jack, it not only simply provide the employees opportunities to speak up, most importantly is when their ideas count, their dignity is raised, they will feel important other than feeling numb, like robots working in a factory.
“They are written to inspire and motivate as often as to stir and demand action. Two years ago, for example......” – (Appendix 2). Jack’s way of motivate are unique and effective. “Motivation in the workplace isn't about what you do for your employees; it's about the work you empower your employees to do for you.” – (Appendix 3). Motivated employees take more responsibility for their work, so when relating this to staff empowerment,...
Question 3. Delegation and Empowerment
“It is a lot easier and faster if I just do it myself.” Certainly everyone had that in their minds. I know I have, but this approach is wrong, it will severely limit your productivity. Instead, by learning how to effectively delegate and empowering others can expand your productivity and effectiveness.
“He believes he has to know people well enough to trust them and their judgments….”- (Appendix 1). Jack knows it the best, you just cannot trust someone without knowing them well enough first, especially in a business organisation. In the case it says: “Every week, there are unexpected visits to plants and offices…..” This is one of the Jack’s ways of getting to know employees. “We’re pebbles in the ocean, but he knows about us.” – (Case). All these above has showed that he would give the power his employees but on the other hand, he needed to know that particular person well enough to trust him/she, that he/she has the abilities for the job.
Another important aspect of this process is the Work-out (The GE Work-Out). Where thousands of GE employees get an opportunity to share their ideas and thoughts, even lower-levels of the organisation can suggest and share their ideas to the bosses. This empowerment concept has been greatly favoured by Jack, it not only simply provide the employees opportunities to speak up, most importantly is when their ideas count, their dignity is raised, they will feel important other than feeling numb, like robots working in a factory.
“They are written to inspire and motivate as often as to stir and demand action. Two years ago, for example......” – (Appendix 2). Jack’s way of motivate are unique and effective. “Motivation in the workplace isn't about what you do for your employees; it's about the work you empower your employees to do for you.” – (Appendix 3). Motivated employees take more responsibility for their work, so when relating this to staff empowerment,...