Disempowering organizational culture, what does that mean? That is an articulate way of saying how individuals, or organizations, go about destroying organizational culture. The obverse of disempowering organizational culture would be to empower an organizational culture. This paper discusses how individuals can identify symptoms of a disempowering culture, and how you can reverse that using the six values identified by Gershon and Straub (2009). Also contained in this paper are four examples of symptoms that are present at the Police Department that the author currently works for, that are disempowering that organizations culture. An example of those disempowering symptoms are, (a) leaders versus employees mindset, (b) distrust and cynicism, (c) thoughts or feelings not freely expressed for fear of reprisal, and (d) learning and growth opportunities not being actively pursued. Four of the afore mentioned symptoms are presented and discussed as well as the authors position and curative plan defended.
Empowering your Organization
How does an employee or a manager, go about empowering his or her organization in a positive, productive manner? And obversely, how does an employee or a manager, go about disempowering an organization? These are some of the questions that this paper will cover on the road to understanding about empowerment and the symptoms that will warn an organization that it is in fact on the road to dysfunction.
To better understand organizational dysfunction or disempowerment, an employee, manager, or leader must first know what the symptoms of disempowerment of an organization are Gershon & Straub (2009). To better understand that here are the symptoms as described by Gershon and Straub; (1) blaming and victim mentality, (2) fear of making decisions, (3) lack of participation in decision-making, (4) new ideas, not taken seriously, (5) distrust and cynicism, (6), apathy and burnout, (7) thoughts or feelings not freely expressed for fear of repercussion, (8) gossip and backbiting poisoning the work environment, (9) people feeling unappreciated for contributions, (10) unresolved interpersonal issues that linger and create animosity. These are the 10 major symptoms of organizational disempowerment that lead to dysfunction and the eventual demise of an organization, Gershon & Straub (2009).
The organization that is being examined is a small police Department in the Pacific Northwest that has a combined administrative and patrol staff of under 20 employees. This organization is older than 125 years and has a very diverse and eclectic history. Of the 10 afore mentioned symptoms, only four will be discussed as they pertain to that organization. Those being; (1) leaders versus employees mindset, (2) distrust and cynicism, (3) thoughts or feelings not freely expressed for fear of repercussion, and (4) unresolved interpersonal issues that linger and create animosity, Gershon & Straub (2009).
John Kotter and Dan...