Components of Empowerment Empowerment has four elements to form a solid foundation for building a relationship with others. The four elements are capitalization, delegation, trust, and participation. Trust is an element that focuses on integrity and competence in a relationship. The relationship functions best when all parties have a mutual trust. One must first trust their own competence and integrity prior to them trusting others and walk-the-talk (Whisenand & McCain, 2014). Trust has seven trustworthy actions that assists in building reliance in a relationship and they are:
• Understanding the person- Understanding others is one of the most important trustworthy actions. One will know what constitutes a trustworthy action if they …show more content…
However, an organization does not require empowerment yet without it, the organization will operate unsatisfactorily. When delegating, managers should motivate and empower their employees and avoid being too involved. Police managers find it hard to delegate because the results are uncertain. Also, police organization believes manager to be accountable so if the task is performed incorrectly; the police managers are held accountable for it (More, Vito, & Walsh, 2012). This uncertainty discourages police managers from delegating tasks therefore, they resist. Managers delegate in four ways stewardship, gofer, dump, and micromanagement. Stewardship focuses on the end results, not the technique used. The gofer delegation does not encourage motivation or empowerment; gofers just go from one task to another. Gofer delegation affects the top performers in a police organization the most because of the mindless work. Dump delegation describes managers as lazy and incompetent because they dump the majority of their work on others. Police managers often claim they are helping others progress in their career. Micromanagers will assign tasks and solicit input from employees. However, they believe they are smarter than their employees are, they think they know what is happening in the organization, and believe they are the key person in charge of the operation of the department. References
More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (3rd ed.). Upper Saddle River: Prentice Hall.
Whisenand, P. M., & McCain, J. K. (2014). Managing Police Organizations (8th ed.). Upper Saddle River: Prentice
• Understanding the person- Understanding others is one of the most important trustworthy actions. One will know what constitutes a trustworthy action if they …show more content…
However, an organization does not require empowerment yet without it, the organization will operate unsatisfactorily. When delegating, managers should motivate and empower their employees and avoid being too involved. Police managers find it hard to delegate because the results are uncertain. Also, police organization believes manager to be accountable so if the task is performed incorrectly; the police managers are held accountable for it (More, Vito, & Walsh, 2012). This uncertainty discourages police managers from delegating tasks therefore, they resist. Managers delegate in four ways stewardship, gofer, dump, and micromanagement. Stewardship focuses on the end results, not the technique used. The gofer delegation does not encourage motivation or empowerment; gofers just go from one task to another. Gofer delegation affects the top performers in a police organization the most because of the mindless work. Dump delegation describes managers as lazy and incompetent because they dump the majority of their work on others. Police managers often claim they are helping others progress in their career. Micromanagers will assign tasks and solicit input from employees. However, they believe they are smarter than their employees are, they think they know what is happening in the organization, and believe they are the key person in charge of the operation of the department. References
More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (3rd ed.). Upper Saddle River: Prentice Hall.
Whisenand, P. M., & McCain, J. K. (2014). Managing Police Organizations (8th ed.). Upper Saddle River: Prentice