英语论文网

在贝尔尼的开场白中，他认为授权是近年来商业界中最具有争议性的话题。有一些作家促成了现在的组织中的员工是否应该授权直接参与管理这个话题的激烈的辩论。为了跟合理地完成这篇文章，文章对授权的定义已经有了一个明确的而且是合适的解释。而且授权的多个定义都是事先已经准备好的。但是在不同的社会文化和政治背景下，由于某些主题贯穿文学背景知识，因此这个定义似乎显得有所不同。这些主要包括；自我监管，自我动力，共同所有权，员工发展，个人和人才的成长以及发展，还有就是培育自治。而Page and Czuba认为，授权是一个立体结构的社会过程，也是一个帮助人们获得自己想要的生活的过程，从而在这个过程中培养自己的在生活中、集体中以及社会中的能力，这是非常重要的。同时，基于上下文，谭先进对授权给出了另一种定义，他认为授权就是不管人们以什么样的方式执行任务或者作出怎么样的决定，授权就是赋予人权利和权威来执行指定的任务。斯普利泽指出，托马斯和velthouse在多方面对授权的概念提供了一个广泛的定义。而研究人员指出，授权就是通过四个一组的表现从而增加员工的内在工作动机，从而反映出一个人的个人倾向、他/她的工作角色、意义、能力以及自主性和影响。这些定义都是从上下文中不同的方面收集得到的，这些也将在本文中会涉及。

In his opening lines Beirne (2007) posits that empowerment is one of the most controversial yet celebrated business subjects of recent years. Several writers have contributed to the ongoing debate about employee empowerment and direct participation in governing and managing today’s organisations. To start off this essay, a clear definition of empowerment is in place. Several definitions of empowerment have been advanced. The definitions seem to vary across different socio-cultural and political contexts but certain central themes runs through the literature. These include; ‘self regulatory’, ‘self power’, ‘the feeling of common ownership’, ‘employee advancement’, ‘personal and personnel growth and development’ and ‘nurturing autonomy’. Page and Czuba (1999) define empowerment as ‘a multi-dimensional social process that helps people gain control over their own lives… a process that fosters power in people for use in their own lives, their communities and in their society, by acting on issues they define as important’ (abstract). Another definition advanced by Tan (2010) based on a management context is ‘empowerment is the act of giving power and authority to a person to perform his designated tasks in whatever way he wants, and having the power in decision making’. Spreitzer (1995) noted that Thomas and Velthouse (1990) provide a broad definition which factors in many aspects of the multifaceted concept of empowerment. The researchers defined empowerment as ‘increased intrinsic task motivation manifested in a set of four cognitions reflecting an individual’s orientation to his/her work role; meaning, competence, self-determination and impact’ (Spreitzer, 1995, p 1443). These definitions are arguably broad in context but it brings into perspective the arguments that will be made in this essay.

Empowerment largely represents power sharing down the hierarchy chain with employees given the leeway to participate in firm decision making. This is in stack contrast to early theories of scientific management (Taylorism) propounded by Frederick Taylor at the turn of the 20th century. The remit of Taylorism was that ‘workers could not be relied upon’, ‘lacked talent and intelligence’ and therefore ‘workers should be told what to do and when to do it’ (Kanigel, 1997). Empowerment can therefore be seen to have been generated from subsequent schools of thought such as human relations theories of management put forward by writers such as Elton Mayo, Henri Fayol, Victor Vroom and Abraham Maslow amongst others (Kyle, 2006).

The next three sections of the essay look at the benefits of empowerment, the challenges of managing innovation at work and the ways in which challenges can be managed and empowerment promoted in the work place. A concluding section surmises the main ideas advanced in the work.

员工授权和参与工作方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。