In today’s global market, managers must make a great effort to explore and put into effect several types of management strategy. The economy in these modern times is so competitive that managers must sometimes look to less conventional means of increasing productivity in the workplace. Monetary rewards can only produce so much motivation for employees. If a company wants to be as successful as is possible, they must consider their employees well-being and help drive them to not only work hard, but to think creatively and produce fresh ideas. Empowerment is one method of encouraging such results.
Business people today suffer from stress and anxiety due to the pressure of striving for perfection. Workers feel as though they cannot afford to make any mistakes, for they could become expendable and easily replaced by the hundreds of thousands of unemployed in America alone. America is not the only country experiencing such strain. Psychologist Ethel Roskies of the University de Montreal has observed the level of stress in workers rise dramatically in recent years in Canada. “This is in companies where if I’d mentioned the possibility of losing your job five years ago, I would have been laughed out of the room. Not any more,” she commented. In a study of 1300 executives, she found that the greatest stress factor in the workplace was the fear that the economy will grow worse in the near future. Roskies observed that with this pressure, employees focus more on trying to do everything than focusing on and embracing their personal talents and what they contribute best. In her years of work, Roskies also noted that an empathetic style of management was most effective. Empowerment is a great part of that. (Ross)
There are several styles of empowerment. One method is simply to relinquish some control as a manager to lesser managers and employees. To loosen a rigid corporate structure allows employees to feel more comfortable and free at work. In an article for the Harvard Business Review, To Be a Better Leader, Give Up Authority, several authors analyzed this concept. In the observation of CSC Germany, an IT consulting and services firm, the article says that while in rough times, the leaders of CSC Germany attempted to tighten control of the company by allowing a small group of leaders make most of the decisions for the company. As a result, the corporation’s profits declined further. (Amar et al.)
Instead of fixing the problem, CSC Germany was in greater peril. Luckily, they decided to change their strategy by testing out a “no-control” management policy. CSC Germany implemented this strategy first on their Enterprise Content Management team of sixty employees. The ECM team functioned by choosing peers as supervision in their work and taking advantage of what all of them had to offer as leaders. The results were so astounding that CSC Germany expanded the test to its IT Architecture Consulting sector, again achieving success. (Amar et al.)