« On the fundamental importance of employee empowerment as an ethical approach for constructive change » - Understanding how delegating may be a sustainable strategic success factor in today's business world.
[ « De l’importance d'une démarche d'auto-gestion des employées comme approche professionnelle éthique et constructive » - Comprendre en quoi la délégation peut être un facteur stratégique durable dans les processus décisionnels des entreprises. ]
Voici la table des matières sur laquelle je compte m’appuyer pour développer une réflexion structurée menant à une conclusion logique et présentée sous forme de recommandation.
1- A leadership barometer that eases the conduct of communication
2- A teamwork builder that facilitates mutual trust and respect
3- A catalyst that cultivates an inspiring corporate originality
4- An oil that lubrificates the exercice of knowledge management
5- A philosophy that stands as reference for total quality
Summary
This research paper aims at introducing fundamental concepts of a recent business practice consisting in empowering employees in the workplace. Explaining to what extent such a delegation-oriented management style is constituted by humanistic ethical values beneficial for employees, companies and their customers, the topic reveals for what reason it is a real sustainable success factor in today’s business world. To do so, the problematic will be addressed by means of the following content:
Abstract
The landscape of business worldwide has dramatically changed during the past couple of decades. Originally, management was about dividing the company’s work, assigning discrete tasks to individual workers, then closely monitoring their performance and ultimately, steering them in accomplishing their tasks on time and within a budget. In years, this old reality of management often relied on fear, intimidation, and power over people to accomplish goals. Actually, the line between managers and workers was drawn clearly, since things had to get done according to plans management had commanded.
However, for a little while, things are changing and responsibility for objectives is gradually ransferring from corporations to their individual members. A new reality of partnership between managers and workers in the workplace is one of the greatest challenges that have shaken the foundations of modern business. In this new business environment, executives become progressively dependent on there employees for getting good or bad results, although they keep playing a role of coordinators in dividing and assigning work tasks. Most importantly, as the performance of their employees can not be ruled or commanded on-demand, managers tend to create an environment that fosters the desire for their employees to do their best work. Here, what’s going on inside organizations is a reflection of what’s going on outside the organization. The flattening of organizational hierarchies due to the surge of a global competition, or even the widespread downsizing resulting in a change of today’s workers values, are part of the emerging factors which create rapid and constant change in present-day.
Introduction
In our complex global economy driven by strong emphasis on humanistic values and knowledge, a great attention is paid to ethical human process interventions whose aim is to support employees in enhancing themselves, personally and between others teammates, in order to enhance their overall organization. Moreover, management styles able to design corporate culture based on sustainable synergies between a business strategy and its workforce are in growing demand.
Indeed, as knowledge employees are indisputably the essential components of our modern economy, the primary responsibility for companies is now to respect and serve their workforce, the notion of profit tends to only become a secondary condition for the continued existence of those. In that sense, the single performance aspect is not the only outcome anymore in today’s business reality, due to the fact that workers’ morale and commitment have much long-term implications for performance. And one of the biggest challenges corporations have to take up is to be able to use at the best the enormous unique talent and hidden potentials each of their collaborators may reveal.
Accepting the premise that good staffs which serve noble purpose in a positive organizational environment can only do good work, organizations are therefor more and more focusing on empowered self-leadership including fundamental rules relying on ethical values of social responsibility like respect, honesty or fairness. This assumption however may perform well on the only condition that employees are able to develop personally, being managed individually depending on their own hierarchy of needs to achieve their ambitions in life.
Having regard for such existing socio-economic problematics, a new managerial tendency has arisen, promoting the empowerment of the workforce, through an active involvement of the workers by the front line in the decision-making process of the company. This concept of leadership focuses on the power of delegating at all levels of a company, as every employee from the lowest-ranked staff to the most senior must assume leadership and attention to detail for their assigned responsibilities in a similar manner.
Consequently, the notion of involvement within an internal business environment is no longer unilateral, because of the work characteristics new business models imply, such as flat-hierarchical structures, shared participative leaderships or adequate coaching sessions for cross-functional workforces. And from this new perspective of advancement, where employees themselves agree on choices instead of a traditional authoritative board of chief supervisors telling workers what, how and where to do it, mentalities are evolving to new organizational structures and leadership behaviours.
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