Delegation of authority and emprowerment and a study into public and private sectors
Yetki devri ve çalışanların güçlendirilmesi ve kamu ve özel sektörde bir uygulama
- Tez No: 102273
- Danışmanlar: PROF. DR. CANAN ÇETİN
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2000
- Dil: İngilizce
- Üniversite: Marmara Üniversitesi
- Enstitü: Sosyal Bilimler Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 216
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Özet (Çeviri)
ABSTRACT In the world of severely competitive business, it has become very difficult for most organizations to stand against this tough competition and survive in the business world. Knowledge has become the most important resource and power for organizations. This power has to be shared fairly and according to the degrees of necessity at each level. To achieve this, top management should believe in the importance and necessity of letting some of their power and knowledge go down to the people at lower levels. The time of classical understanding of power has long been out of fashion in the modern management thought. Power is now something which is almost equally exercised and enjoyed by all the parts of the organization. Organizations, which enable their members to enjoy an atmosphere where everyone feels himself professionally strong and authorized, can attain organizational goals and objectives much more easily; because in an organization like this, people will naturally have high levels of organizational commitment. Employees breathing the autonomous air in such an organization will be more competitive and they will set higher goals for themselves. Employees feel themselves much more powerful with the professional skills and capabilities. Their present skills and capabilities can be increased through continuous training and education. Thus, they should be given as many opportunities as possible to improve themselves. A manager, if he is secure about bis subordinates' capabilities, can easily delegate authority to them. 11In today's organizations, competition has become tough. Business world has gone out of boundaries. In such a condition, it is not that easy to control and coordinate all the affairs from one point for a manager. He has to allow his subordinates to take over some of the responsibilities. When more responsibility is allocated to someone, he has to be granted the authority that is needed to complete that task. More often than not, managers agree to give more responsibilities to their subordinates; but when it is authority to go out of their hands, they fearfully step back. They are scared by the thought of losing from their power and authority. However, empowering your people makes you more powerful in the management process; as you will not have to spend time and effort on things which can be done by others below the managerial level. Yet it must be remembered that the only thing they need to accomplish what is being expected from them is authority. This study aims to clarify the distinction between delegation of authority and empowerment. It also aims to test the present state of management understanding in public and private sectors in relation to delegation of authority and empowerment. The study has been fulfilled in three main parts: 1. Literature survey, 2. Field research, and 3. Interpretation of the research results and suggestions. Literature survey comprises the definitions of delegation and empowerment, other related terms; the relationship and differences among them; power and authority in classical and modern management styles; the steps of delegation and empowerment; the benefits of delegation and empowerment to managers and employees. IllThe second part of the study has been carried out in three stages. At the first step, a group of managers from public and private sectors have been interviewed in order to gather useful data to be compared with the findings in the literature review. With the data gathered from these interviews, a broad comparison and contrast has been made before preparing a set of questions to asked to employees in the same organizations. Then, the responses taken from the employees have been compared to the responses of the managers. In the final stage, a questionnaire form has been designed to test the degree of empowerment and delegation of authority in the selected sample. The form included 58 items, nine of which were to identify demographic features of the participants. The rest of the form included 49 items designed to test four basic hypotheses: Information sharing and information flow in the organization; organizational commitment level of employees: training and development opportunities provided, and power and authority distribution in the organization. In addition, all these 49 items were aimed to test the present level of empowerment and delegation practices in public and private sectors comparatively. It has been hypothesized that an ideally empowered organization will have committed employees, who are multi-skilled. It has also been hypothesized that all kinds of information will flow up and down the levels of organization with little or no restraint; and people will exercise degrees of power and authority that is equivalent to their degree of responsibility. Lastly, it has been hypothesized that private sector would prove better results at the end of the research. IVBefore distributing the final format to participants, the questionnaire form has been revised by a number of people for clarity, comprehensibility and verbosity. In the sample of this study, seven private and five public organizations have been included, and totally 224 people have been inquired to fill out the questionnaire forms. While the first two stages were qualitative, this final stage was quantitative, assuming that it would facilitate an easy and exact evaluation. The data obtained from this final part have been processed in SPSS 7.5 Version, and the reliability testing of the research has been made in SPSS 9.0 Version. Reliability test has been made according to Cronbach's alpha model. The results computed in reliability testings proved a high reliability level. The quantitative data have been interpreted and evaluated by using arithmetic mean, mean differences, cross-correlation, cross-tabulations, bi-variate analysis, ANOVA (analysis of variance), MANOVA (multiple analysis of variance), T-test and frequencies. Almost all the test items proved a high cross-correlation coefficient. Significant differences between public and private sectors have been computed in their exercise of power and authority. Private sector has proved higher results in their exercise of power and authority. Education level, number of jobs that have been changed so far and the type of the sector one belongs to appeared to play a very important role in their approach to delegation of authority and empowerment. People with higher education levels, those who have changed many jobs seem to become more sensitive toward this subject.People who work in the public sector have come up with very low commitment degrees. They put forth their complaints about the lack of authority to do a task. The results revealed the existence of a big gap between management and employees. However, people in the public sector showed a lower turnover rate. This might be due to the idea of sticking to one job for reasons of security and simplicity of tasks. Consequently, empowerment can be said to get into the management agenda of these organizations, at least verbally but not in full practice yet, and private sector being much better in adapting itself to this approach. Nevertheless, it seems that the present empowerment practices are not satisfactory yet. Managers in most organizations - both public and private - still seem to adhere to the classical management techniques even if they know about new methods and techniques. The basic reason in doing so is generally because of a fear of losing managerial authority and control over others. For simpler but more efficient management, managers should lean on the subject of empowering their people and delegate as much authority as possible to them. This will create self-sufficient, self-confident, committed, competitive, creative and innovative employees. VI ÜS**T»*»»»
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