Managing Empowerment

Zusatztext

Many senior managers are faced with the decision as to whether or not they should 'go' for empowerment. Their major concern is the likely effect of empowerment on mangers, supervisors, and the organisation as a whole. Empowerment has the capacity to bring about major changes in the roles of every key player, and ultimately leads to the emergence of a new organisation. This book examines the implications for empowerment at every level, including such issues as training, career paths, company communications and the ability to respond to the demands of the market place. It is supported by plentiful case study material, much of it drawn from the author's own experience.

Autorenportrait

<p>David Jenkins has worked for three companies. His managerial experience spans aerospace, printing, publishing, paper making and rubber and plastics manufacture. During this time he was company training manager at the well known conglomerate, BTR. After running the Department of Management Education at South West London College, he set up his own consultancy business which has developed a sizeable clientele amongst blue chip firms and a range of smaller companies.</p><p>He found in the course of his consultancy work that the same question cropped up again and again from his clients: "Everybody is talking about empowerment and business re-engineering, but nobody has any real idea of what they mean. Do you know a good book that will explain in simple terms what it means for people like me?" He didn't - so he wrote it himself.</p>

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