STRUCTURAL EMPOWERMENT - 1375 Words

Structural empowerment of employees within the organization set up (Essay Sample) Content: Structural EmpowermentStructural empowerment in an organization is a very powerful tool that ensures that an organizations pride and performance is kept at pace. This is the process of ensuring diversity in the way organizational ethics are followed and adhered to. This is one of the tools used to raise the attitudes of employees and subsequently for the organization as a whole. In case of Ted, he is supposed to ensure that all the social gaps within the enterprise are closed. This is a measure to ensure effectiveness among people in the work place. He is supposed to be the social architect in terms of building esteemed relationships within the organization. As a change agent, he is expected to be the last person to oppose possible change in the organization. Ted is always expected to be the forefront of any new change in favor of the organization as a whole. Thus, he should be the mastermind of new inventions, and instructor to emerging paradigms.As a leader Ted shou ld lead from the front. He should be very active in terms of inaugurating projects that are in progress. This will ensure that he is always in support of the projects which will often lead to respectable profit margins.To determine the best strategic direction, Ted should look at all directions and check all alternatives at hand. This will give him a variety of options and thereafter he is supposed to choose the best solution. This creates a sense of touch towards creating profits and hence avoiding possible losses in the long run.As a leader he should be the facet of management. It is recommendable that he has made profit in the past. All aspects of planning control and directing should be observed. Most importantly, he should spearhead directing as a function. This emulates that he is a good leader who knows which actions to take in every situation. As a leader he should be followed by his juniors. This is because managers' rule and leaders are followed.The manager uses a The lead er uses passion and stirs emotions to the people that he leads. The leadership theories are many but the following have been stipulated.1. Trait Theories this refers to those characteristic that are associated with leaders who are successful. They argue that different personality traits are associated with the level of success within an organization.Early trait theories stipulated that leadership is a quality that one either had or did not have. However, learners have deviated from this. These theories help us to identify several qualities like assertiveness, proper decision making strategies and skills, integrity and openness so that they can be able to lead others in an effective manner.Traits are those things that we are associated with by those whom we stay close to. Therefore Ted should embrace the aforesaid traits in order to ensure that the business lasts for a long time and with good profits.2. Behavioral Theories: the main question that we explore is, What Does a Good Leade r Do?  These theories focus on how leaders behave and respond to events within their niche. A leader may dictate in work where cooperation and consultation is needed. This leads to ineffectiveness in his discharge of duties. This often acts as a big determinant and directly proportional to the performance of the organizationIn the 1930s, Kurt Lewin modeled a framework based on a leader's behavior. He came up with the following types of leaders.Autocratic leaders make decisions without consulting their teams. It is useful when no consultations are needed or prompt decisions are considered importantDemocratic leaders allow the team to give their views before decisions are made. This style is useful and very important when team consultation matters. In other instances it can be difficult to administer.Laissez-faire leaders don't interfere; they allow people within the team to make many of the decisions.3. Contingency Theories: the main focus is on which action to take depending on t he prevailing conditions or events. The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance.It tries to address if a leader is supposed to be more people-oriented or task-oriented.4. Power and Influence Theories: these focus mostly on the way that leaders in an organization use their power and influence the way that things are done.One of the theories is the French and Raven's Five Forms of Power. This outline that using personal power is the better alternative, and that you should work on building expert power.Another leadership style that uses power and influence is transactional leadership. This approach assumes that people do things for reward and for no other reason.Empowerment of employees is very essential since it leads to effectiveness of an organization (Palmier, 1998). It has also been associated with good outcomes and achie vement of goals in relation to governance and success (Anthony, 2004). This can be evidenced by organizational members who are motivated to make meaningful.These five conditions outlined below are what many organizational behaviorists have based their work and studies on. The basis of structural empowerment and psychological empowerment isderived from Kanters work in the 1970's. They are identified as distinct sources of organizational power (Wagner et al., 2010).The six conditions required for empowerment to take place according to Kanter include:1. There should be an opportunity for advancement2. The employees should have access to information that is necessary.3. The employee should have access to support as and when it is required.4. Access to resources by the employee should not be restricted fully.5. Formal Power is necessary for employee empowerment.Leadership is a responsibility that demands ethics without fail. This is useful in decision making and handling different situat ions within the organization.Cultural diversity within the organizationCultural diversity involves the differences in the composition of members of an organization in terms of nationality, race, color, gender, creed, religion or age.It clearly spells the diverse background of different cultures of different people. Organizational behavior is based on the interactions of people in the organization. Ted is supposed to give time to employees to embrace their different cultures. The advantage of cultural diversity facilitates members of the organization to build relationships that are strong and acknowledge each other regardless of their differences of origin and background.Original plan that would require change to accommodate Ted's role as a relationship builder:Relationships are the buildin...