Baruch empowerment model: Difference between revisions
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* {{quotation | Empowerment is not merely a new buzzword introduced to capture the imagination of current trends in management science. It comprises an innovative approach to working with people and a shift from top-down management styles which have dominated control mechanism and managerial concepts in both theory and practice since the industrial revolution.}} (Baruch, 1998). | * {{quotation | Empowerment is not merely a new buzzword introduced to capture the imagination of current trends in management science. It comprises an innovative approach to working with people and a shift from top-down management styles which have dominated control mechanism and managerial concepts in both theory and practice since the industrial revolution.}} (Baruch, 1998). | ||
* Baruch's model provides an analytical framework for the organizational contexts of | * Baruch's model provides an analytical framework for the organizational contexts of empowerment and is based on two dimensions: "belief in the idea of empowerment" and "fairness" (or honesty). | ||
See also [[empowerment]], [[teacher empowerment]], learner empowerment. | See also [[empowerment]], [[teacher empowerment]], learner empowerment. | ||
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== The model == | == The model == | ||
Low level of belief High level of belief | |||
---- | |||
"Fair Take empowerment Delegate power and | |||
approach" off agenda renumerate accordingly | |||
(dissociated) (enlighted) | |||
"Unfair Apply fake Delegate power only | |||
approach empowerment | |||
(fraudulent) (miser) | |||
Revision as of 14:23, 3 June 2006
Definition
- “Empowerment is not merely a new buzzword introduced to capture the imagination of current trends in management science. It comprises an innovative approach to working with people and a shift from top-down management styles which have dominated control mechanism and managerial concepts in both theory and practice since the industrial revolution.” (Baruch, 1998).
- Baruch's model provides an analytical framework for the organizational contexts of empowerment and is based on two dimensions: "belief in the idea of empowerment" and "fairness" (or honesty).
See also empowerment, teacher empowerment, learner empowerment.
The model
Low level of belief High level of belief
"Fair Take empowerment Delegate power and
approach" off agenda renumerate accordingly
(dissociated) (enlighted)
"Unfair Apply fake Delegate power only
approach empowerment
(fraudulent) (miser)
References
- Baruch, Yehuda (1998). Career Development International, Volume 3, Number 2, pp. 82-87. HTML retrieved 14:18, 3 June 2006 (MEST).