October '17

Issue link:

Contents of this Issue


Page 95 of 99

78 THE SHOP OCTOBER 2017 to successfully accomplish given goals and objectives. In addition, when an organization prac- tices flexible discretion, it generates higher levels of responsibility and a greater sense of obligation among all members, as all individually feel more powerful and in control of events and circumstances that would otherwise overwhelm them. Falling Short in Identifying the Real Sources of an Organization's Power Within an organization, traditional power is generally thought of as having and main- taining control over its resources. However, the real power of an organization is found in its individual leaders and through their employee groups. This is where the organization's crucial problems can be solved to ensure its long- term success and viability. An organization can emphasize its willingness to acknowledge the power of its leaders and employees by: • Involving all members in its planning and directives. • Allowing delegation to be an active part of its culture with full trust and con- fidence that goals and objectives will be met. • Creating and implementing an empow- ered spirit and team attitude throughout the organization. • Finding unique ways to reward leaders and all other members for accomplish- ments large and small. Being Reluctant to Give Power Away to Strengthen Others Upper management must embrace the idea that the only potential market power and strength they have is maintained by the mutual efforts of their subordinate leaders and employees. It is dependent upon a positive interconnection and interaction among all three parties. Organizations must recognize the neces- sity of giving power away to others. Upper management must actively practice four principles that strategically strengthen the organization and the members within it. They include: 1. Giving leaders the power to use personal judgment in the delegation of critical assignments and decision-making. This includes them then empowering their employees to modify methods and pro- cesses to increase quality, productivity and innovation. 2. Allowing leaders and other members greater discretion and autonomy over resources, projects, direction and outcomes. 3. Developing an atmosphere that builds relationships, connecting leaders and employees with other powerful people within the organization that can mentor, sponsor and coach them. 4. Promoting visibility and strengthening people within the organization by sharing information and increasing flexibility in work-related activities. Top management must be able to actively enable others to act with the organization's best interests at heart, with realistic levels of account- ability and without the risk of potential negative consequences. No Need to Go It Alone WWW.GOINDUSTRIES.COM MADE IN THE USA TRUCK AND JEEP ACCESSORIES WHAT'S GOING ON TODAY? and now

Articles in this issue

Links on this page

view archives of THE SHOP - October '17