Оглавление
Ken Blanchard. Empowerment Takes More Than a Minute
Preface
Introduction to the Second Edition
THE CHALLENGE
THE EMPOWERING MANAGER
THE LAND OF EMPOWERMENT
THE FIRST KEY: SHARE ACCURAT EINFORMATION WITH EVERYONE
THE SECOND KEY: CREATE AUTONOMY THROUGH BOUNDARIES
THE THIRD KEY: REPLACE HIERARCHICAL THINKING WITH SELF-MANAGED TEAMS
THE THREE KEYS IN DYNAMIC INTERACTION
GIVE EVERYONE THE INFORMATION TO ACT
BOUNDARIES ARE GUIDELINES FOR ACTION
ALLOW TEAMS TO BECOME SELF-MANAGED
PERSIST IN YOUR BELIEF IN EMPOWERMENT
THE EMPOWERMENT GAME PLAN
THE EMPOWERMENT GAME PLAN
EPILOGUE
Acknowledgments
About the Authors
Services Available
Отрывок из книги
Few changes in business have been so well received yet so problematic as the movement to create empowered, employee-driven work environments. Empowerment offers the potential for tapping into a wellspring of underutilized human capacity that must be harnessed if organizations are to survive in today’s increasingly complex and dynamic world.
Empowered employees benefit the organization and themselves. They have a greater sense of purpose in their jobs and lives, and their involvement translates directly into continuous improvement in the workplace systems and processes. In an empowered organization, employees bring their best ideas and initiatives to the workplace with a sense of excitement, ownership, and pride. In addition, they act with responsibility and put the best interests of the organization first.
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Empowerment Takes More Than a Minute is a how-to book that guides readers step-by-step through one manager’s struggle to discover the three essential keys to empowerment. By following the manager’s odyssey to the Land of Empowerment, readers discover that they can take the same journey, which, like any heroic journey, is filled with paradox, challenge, and fitful stops and starts. Empowerment Takes More Than a Minute provides practical and simple concepts that CEOs, COOs, CIOs, and managers and employees at all levels in organizations both public and private can apply to their particular situations.
Though many managers have dismissed empowerment as another passing gimmick, we find that people in organizations are naturally attracted to the idea of enhanced involvement at all levels. Also, we personally have seen organizations succeed with empowerment. For more than fifteen years, we have worked extensively with a wide variety of domestic and multinational companies that were trying to create empowered workplaces. These companies have taught us a great deal about what empowerment is and how to create it. They haven’t always known the answers to the questions raised by empowerment, and neither have we. Quite the contrary, it has been through missteps that we have learned the three keys to empowerment presented in this book.
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