Empowerment and Email

Empowerment and Email

AUTHOR

chiefstaff

TIME TO READ

minutes 

UPDATED ON

January 8, 2019

Stuart Emmettby Stuart Emmett

I am fed up with a lot of organisations.

Is it just me?

Do others find too many simple basic mistakes are being made these days by organisations? These mistakes are also being repeated many times and do not seem to get corrected.

Why is this?

One of my theories is that, email is the means to create the mistakes whilst the expected end result is empowerment.

Let me amplify.

These days external connection is possible to most internal levels within an organisation.

The power of the internet can deliver messages to anyone.

Those receiving emails are now able to handle and deal direct with customer requests.

And by “empowerment” this will also enable decision making at any level.

People are now therefore able to take decisions and deal direct with queries.

Now clearly there are numerous advantages to this, but there are some disadvantages also. My fear is that these disadvantages may be getting camouflaged and disguised by the use of emails and by the aura of empowerment.

It is fine allowing decisions to be taken at low levels, but these have to be correct ones and have to be taken responsibly. They can now also be taken invisibly to the senior management. Therefore when decisions are wrong, the consequences may not be apparent. The result can then be a spiral of confusion and frustration. Those on the receiving end may have little chance for recourse or correction of handed down decisions that have been wrongly taken (and effectively taken sub optimally).

Another result is that some customers at the receiving end will “walk,” others will complain to “deaf ears,” and some may report their displeasure to senior management; however senior management may be dismissive as “we do not have this problem with others”.

The fact is they do have problems, but it has become invisible to senior management who in their desire to empower junior staff, have made themselves separate from what is really going on in the organisation.

How do we prevent this?

Simply by returning to a principle of management visibility

Good managers are supposed to keep kept their fingers on the pulse. Requests from and responses to customers should be seen. Support and guidance should be given to junior staff when required. A manager must ensure they know exactly what is happening in their department and they must delegate effectively whilst retaining accountability and responsibility.

Why cannot this be done? Why do we allow email to “bypass” such best practice?

It now it seems with email and empowerment, that whilst the “e” can certainly stand for efficiency, it does not always stand for effectiveness.

Efficiency is however found as messages are quickly dealt with, however non effectiveness is found as the correct result does not always follow. So we are maybe doing the right things, we are not always doing it right.

But worst of all, what is being done maybe invisible to those who can change things. However it is clearly visible to those customers who walk.

Is it just me who is fed up?

Ps: for those great organisations that do not do the above; well done and thank you!

Stuart Emmett

After spending over 30 years in commercial private sector service industries, working in the UK and in Nigeria, I then moved into Training. This was associated with the, then, Institute of Logistics and Distribution Management (now the Chartered Institute of Logistics and Transport). After being a Director of Training for nine years, I then chose to become a freelance independent mentor/coach, trainer, and consultant. This built on my past operational and strategic experience and my particular interest in the “people issues” of management processes.

Link for the blog: http://www.learnandchange.com/freestuff_23.html

 

Note:  Stuart Emmett co-operated with our very own Vivek Sood to co-write the book GREEN SUPPLY CHAINS – AN ACTION MANIFESTO. This book was one of the first books in the world on the topic of Green Supply Chains, and as such is used in Universities around the world for executive training and research purposes.


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  • Why cannot this be done? Why do we allow email to “bypass” such best practice?
    Here I have the answer to your above question…
    Three theoretical approaches have been used to study empowerment: socio-structural perspective, psychological approach, and the critical perspective. The socio-structural perspective focuses its attention on developing or redesigning organizational polices practices, and structures to give employees power, authority, and influence over their work. The psychological approach focuses on enhancing and enabling personal effectiveness by helping employees develop their sense of meaning, competence, self-determination, and impact. The critical perspective challenges the notion of employee empowerment and argues that efforts to create empowerment may actually lead to more, albeit less-obvious, controls over employees.

  • Above concern to make direct contact or email to internally or externally can be good for customer feedback but it can be a threat to the security of organizations. It is revolutionary changes through email contact that can reveal any discriminatory at any level of Supply chain.

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