英语论文网

sometimes carrying out simple tasks which were traditionally carried out by trained doctors. This potential blurs the boundaries between the different professions (such as doctors, nurses, hospital managers) involved in administering health care. The case highlights opposition from some medical experts registered in accounts provided by Pearson (1988) and Walby et al., (1995).

The case also highlights the potential for segregation and discontentment which might arise from an empowerment program. Not all groups of workers can receive the same treatment in an empowerment program. In the case, the need for primary care meant that registered nurses (RGNs) had to be given preferential treatment (training and development) and provided the resources and support to assist their decision making with respect to the patients under their care. Other junior nurses (grades A, B, F and G) received little attention as no empowerment program was designed for them. These grades of nurses are bound to feel less valued in the work place which might affect their motivation and lead to counterproductive behaviour.

This occurrence is potentially not limited to a hospital setting. Empowerment programs are always staged to achieve a certain goal which could be improving the quality of a service or adapting to other changes in the work environment. This means that certain groups of employees will be at the forefront of the program while others will feel less involved and therefore less valued. The challenge therefore is how empowerment programs can be used effectively so that some employees don’t feel left out or let down by senior management.

指导高级管理人员如何克服困难促进授权工作---Guidance to senior management on how to overcome difficulties and promote empowerment at work

The management literature is littered with varying recommendations on how the difficulties of instituting change and promoting empowerment at work can be managed. Several models of change management have been developed and tested over the years. This discussion shall proceed by reviewing recent change models and discussing their implications in practice i.e. how management can manage change successfully. I consider empowerment as a major organisational change and should therefore be approached in the same way organisational change is approached. In an organisation where delegation is not the custom or culture employees might find it unacceptable if the managers starts to delegate duties. This may be looked upon as an unwelcomed shift of responsibility without a corresponding increase in reward. In the subsequent discussion, I will recommend certain measures that can be used to promote empowerment once employees are ready to be empowered. Inspiration for these recommendations will be drawn from ideas presented by different writers (see Beirne, 1999, p. 219, for example).

How to manage organisational change in general

An early model of organisational change management was presented by Kurt Lewin in his 1951 paper (Clarke, 1994; Okumus and Hemmington, 1998). This model presented the management of change as a simple process involving three stages; unfreezing (…the old pattern), change (introducing the new pattern), refreezing (...the new pattern) [Okumus and Hemmington, 1998]. Needless to say, this model has been severely criticized for being over simpl本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。