In order to avoid confusing the meaning of the word “empowerment” it can be suggested that the learners are required to be aware of the different meaning of the words “centralization, decentralization, de-concentration, devolution, power, and authority.
A. Centralization: It can be defined that little authority is delegated to lower levels of management. The lower levels of management have less authority to manage or decide their daily work except following the top-down command or request.
B. Decentralization: It refers to a great deal of authority that is delegate to lower levels of management. The lower levels of management have enough authority to make a decision or to manage their daily work.
C. De-concentration: It refers to the authority of central government is downwardly relocated and geographically dispersed. The lower levels of management get the authority from the central government, and then they run, and manage their own work, but they have to be upwardly accountable for the central government.
D. Devolution: It can be defined that the way of giving or transferring specific decision- making power, or natural management from one level of management to another or to local individuals and institutions located within and outside the government. When the assigned managements get the authority, they can make a decision or manage the work by themselves.
E. Power: It is the ability to influence, command, or apply force. Power is usually derived from the control of resources, and it is a measure of a person’s potential to get others to do what he or she wants them to do, as well as to avoid being forced by others to do what he or she does not want to do. The source of this power comes from (a) Legitimate Power: This power comes from the position. It is an agreement among organizational members that people in certain roles can request certain behaviors of others, and it depends on more than job descriptions or mutual agreement from those expected to abide by this authority, (b) Reward Power: Reward power is derived from position and the person's ability to control the allocation of rewards valued by others and to remove negative sanctions or negative reinforcement, (c) Coercive power: It is the ability to apply punishment, and it is from the position. For example, managers have coercive power through their authority to reprimand, demote, and fire employees whereas labor unions might use coercive power tactics, such as withholding services, to influence management in collective agreement negotiations, (d) Expert Power: Expert power originates from within the person. It is an individual's or work unit's capacity to influence others by possessing knowledge or skills that they want, and (e) Referent Power: Referent power comes from within the person. It is largely a function of the person's interpersonal skills and usually develops slowly. Referent power is usually associated with charismatic leadership.
F. Authority: It refers to legitimate exercise of power and the rights to issue directives and expend resources that are derived from position. In fact, the authority is one source of power from a manager.
Empowerment is a form of decentralization that involves giving subordinates substantial authority to make decisions. Under empowerment, managers express confidence in the ability of employees to perform at high level. Employees are also encouraged to accept responsibility for their work. In order for empowerment to take root and thrive, the following 4 elements must be presented (Rue & Byars, 2007, pp.192-194):
(1). Participation: Employees must be actively and willingly engaged in their respective job.
(2). Innovation: Employees must be given permission and encouragement to innovate.
(3). Access to information: Employees at every level in the organization should make a decision about what kind of information they need to perform their job.
(4). Accountability: Employees must be accountable for their actions and the results achieved.
Sam Aun (Andy)
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