empowerment as an unrealistic concept

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Empowerment has grown popular amongst various management teams across the world (Robbins et al., 2011, p. 573). This widespread acknowledgment of its positive impacts on organizational output led to the development of a new management style. However, it is worth noting that empowerment is more than delegation as others see empowerment as an opportunity to reduce their workload.

Employee empowerment is a common and often effective management strategy (On Safe Lines Consultancy, n.d., p. 6). Employee management gives employees a sense of autonomy and responsibility for the decisions they make. Independence and responsibility should increase organizational responsiveness to issues as well as increase productivity. Employee empowerment also creates greater commitment towards the company’s goals since employees can take responsibility and make decisions on behalf of management.

However, various factors an organization can consider during empowerment include coordination throughout the organization (On Safe Lines Consultancy, n.d., p. 4). Coordination largely calls for decentralized decisions and the removal of approval from top management. The relationship between the employee and manager may become tenser as the boundaries of authority can be blurred at times. Trust is essential for empowerment to occur in an organization (On Safe Lines Consultancy, n.d., p. 2). Management must develop a positive and productive environment that encourages employees to use their common sense and individual judgments.

As a result, management strengthens the bond between managers and employees and makes the organization more productive (Robbins et al., 2011, p. 573). In the process, a strengthened manager-employee bond results in an increase in earnings growth due to employee input. It is crucial for employees to remain satisfied at all times as they would be more confident in the company and their roles in it (Robbins et al., 2011, p. 573).&nbsp.