Empowerment in IBM

Gillogley, Peter Francis (1992) Empowerment in IBM The University of Queensland:

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads
PETER_FRANCIS_GILLOGLEY_1992.pdf Full text application/pdf 4.51MB 2
Author Gillogley, Peter Francis
Title of report Empowerment in IBM
Formatted title

Publication date 1992
Place of publication The University of Queensland
Total pages 114
Language eng
Subjects 1503 Business and Management
Formatted abstract
Empowerment can be seen as the identification and removal of conditions that foster powerlessness. Empowerment may involve a managed redistribution of power throughout an organisation as well as the provision of efficacy information to enhance feelings of motivation, confidence and control.

Increasing environmental uncertainty, the adoption of a decentralised structure, and the utilisation of culture as a potential source of competitive advantage are some of the reasons IBM. is focusing on empowerment. Empowerment is one of the techniques that IBM is using to turn around a recent decline in organisational effectiveness as indicated by recent poor financial results, and declining market share. Empowerment is helping shape new roles for IBM employees in both the management and professional career paths.

IBM is actively promoting a sophisticated model of empowerment that recognises both the relational and motivational dimensions of empowerment.

Q-Index Status Provisional Code
Institutional Status Unknown

Document type: Research Report
Collection: MBA reports
Citation counts: Google Scholar Search Google Scholar
Created: Tue, 14 Dec 2010, 14:52:28 EST by Ning Jing on behalf of The University of Queensland Library