Accounting 325 Article Summaries Essay

2453 Words Oct 30th, 2013 10 Pages
“It’s not what you know, it’s who you know.”
Four Common Role-Players: 1. Central Connects: these are the people who link people in an informal network with one another. They aren’t usually the formal leaders within a unit or department, but they know who can provide critical information or expertise that the entire network draws on to get work done.
Even though there is a CEO in the company, this person is very important as well. 2. Boundary Spanners: these are the people who connect an information network with other parts of the company or with similar networks in other organizations. They take the time to consult with an advise individuals from many different departments-
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Define a vision 2. Define a competitive strategy consistent with the vision 3. Define organizational work processes that, when executed, will implement the strategy 4. Define individual job requirements so that employees can carry out the processes effectively
Like the emperor’s new clothes, we praise empowerment loudly in public, and ask ourselves privately why we can’t see it.
When the Berlin Wall came down, workers were so use to taking orders, they had trouble taking initiative.
Offering employees rewards creates dependency rather than empowerment.
“They will ask their managers for he, and their managers will tell them what to do, not how to do it”
Sensibility about empowerment:
Stop creating change programs that are contradictory
Understand that empowerment has its limits
External and internal must coexist
Be realistic about empowerment

“You can empower all of the people some of the time and some of the people all of the time, but you can’t empower all of the people all of the time.” –Abraham Lincoln


THEORY E: change strategies usually involve heavy use of economic incentives, drastic layoffs, downsizing, and restructuring. Shareholder value is the only legitimate measure of corporate success.

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