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Essay / Research Paper Abstract
This 8 page paper considers the difference between empowerment and delegation, and then discusses empowerment in detail, as well as some of the issues involved in building an effective team. Bibliography lists 5 sources.
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8 pages (~225 words per page)
File: D0_HVEmpDel.rtf
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Unformatted sample text from the term paper:
But many of the skills that are necessary for business can be learned. This paper considers the difference between empowerment and delegation, and then discusses empowerment in detail, as well
as some of the issues involved in building an effective team. Discussion Empowerment and delegation are business "buzzwords," but not everyone really understands what they mean, or uses them correctly
(Boren, 1994). Boren argues that understanding the difference between the two can make an "amazing" difference in a managers career, not to mention that it will make his employees lives
easier as well (1994). The definitions of the two terms are as follows: "empowerment unleashes within each one of us the inherent power to make a difference, power that cannot
be given or taken away by some outside force" (Boren, 1994, p. 10). Delegation, on the other hand, means that someone is acting "on anothers behalf. By its nature it
is not true power. It is permission, often given and just as often taken away" (Boren, 1994, p. 10). Its vital that managers and employees understand the difference, because knowing
that "is the key that unlocks the true potential in all of us" (Boren, 1994, p. 10). Empowerment "does not begin with delegation"; instead, it begins when managers unconditionally trust
that their workers have the power and ability to evaluate choices competently and "make and execute creative decisions" (Boren, 1994, p. 10). This means that managers have to sit back
and let the staff do its own work, and not force employees to adopt the managers viewpoint or expect them "to represent our own selfish interests" (Boren, 1994, p. 10).
Trying to create a "rubber stamp" employee group is the "quickest and surest recipe for stifling creativity" (Boren, 1994, p. 10). Managers need to remember that good decisions come from
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