Nesan, L. Jawahar and Holt, Gary David (2002) Assessment of organisational involvement in implementing empowerment. Integrated Manufacturing Systems, 13 (4). pp. 201-211. ISSN 0957-6061
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Official URL: http://dx.doi.org/10.1108/09576060210426903
This paper presents initial findings of ongoing research that is developing a best practice framework for the implementation of empowerment within construction organisations. Data obtained from 53 construction and manufacturing organisations are analysed. Findings confirm 62 empowerment activities, specifically, their respective influence at four organisational levels (strategic, general, operational, and direct work), and the roles of operatives and management, in effectively performing them. It is shown that almost all levels of an organisation have a significant contribution to play in efficiently performing empowerment activities, whilst senior management (at strategic, general, and operational levels) has greatest influence. The investigation also demonstrates that necessary resources and a suitable environment are crucial for successful empowerment implementation.
|Uncontrolled Keywords (separate with ;):||Empowerment; Lean production; Organizational learning; Process control; Quality; Re-engineering|
|Subjects:||Engineering > Civil engineering|
|Schools:||Faculty of Science and Technology > School of Engineering|
|Deposited By:||Gary David Holt|
|Deposited On:||19 Aug 2013 10:12|
|Last Modified:||09 Aug 2016 15:19|
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