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To cite this document:
John O. Burdett, (1991),"What is Empowerment Anyway?", Journal of European Industrial Training, Vol. 15 Iss 6 pp.
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http://dx.doi.org/10.1108/03090599110136148
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What is
Empowerment
Anyway?
John O. Burdett
23
24
Figure
I.
25
2.
26
Boundaries Management
In thinking about change, there is a tendency for
organisations to restrict the thinking to "big picture"
issues. From our own experience, the need to think
strategically has to be balanced with a focus on detail and
attention to issues such as job design.
Historically, what is expected of an employee has been
framed in two ways. The job description traditionally
outlines authority or responsibility while the MBO process
defines the specific outputs to be achieved.
The logic behind this approach has been both logical and
pragmatic: logical in the sense that outlining authority and
responsibility goes some way to limiting job overlap;
pragmatic in that control is obviously facilitated by a specific
determination of what has to be achieved, and by when.
This dual approach of job description and objective setting
has been the centrepiece of the management process
Figure
4.
Boundaries Management in an
Environment Stressing Employee
Empowerment
27
28
5.
29
Figure
6.
30
References
John O. Burdett is Vice-President of Lawson Mardon Group, a large printing and packaging conglomerate based in Toronto,
Canada.
1. Gholamreza Pezeshki-Rad, Negin Biglari, Naser Zamani-Miandashti. 2011. Empowering agricultural production cooperatives:
a nationwide survey of definitions and strategies in Iran. Human Resource Development International 14:5, 633-641. [CrossRef]
2. Norma DAnnunzioGreen, John Macandrew. 1999. Reempowering the empowered the ultimate challenge?. Personnel
Review 28:3, 258-278. [Abstract] [Full Text] [PDF]
3. Geoff Sykes, Mike Simpson, Eric Shipley. 1997. Training and empowerment improve performance: a case study. Integrated
Manufacturing Systems 8:2, 90-102. [Abstract] [Full Text] [PDF]
4. Penny Gardiner, Peter Whiting. 1997. Success factors in learning organizations: an empirical study. Industrial and Commercial
Training 29:2, 41-48. [Abstract] [Full Text] [PDF]
5. L. M. Bennett, M. A. Kerr. 1996. A systems approach to the implementation of total quality management. Total Quality
Management 7:6, 631-666. [CrossRef]
6. A. D. Jankowicz. 1995. Negotiating shared meanings of the management process: A discourse in two voices. Journal of
Constructivist Psychology 8:2, 117-128. [CrossRef]
7. Robert E. Ripley, Marie J. Ripley. 1993. Empowerment. Journal of Managerial Psychology 8:3, 3-9. [Abstract] [PDF]