Research Paper on:
Can Empowerment Work At Sportsgear - Case Study

Unformatted Sample Text from the Research Paper:
the CEOs attempt to institute teams and empowerment, most of which come back to the issue of not enough preparation, not enough information, and actions that seemed to others as  a lack of support for the concept. Hackman had more information about the case, the first case study does not really indicate the extent of Susans training session for the  managers. Hackman also makes the point that George should have brought the department heads under him together and spent time discussing the concept of empowerment before the meeting. This  is a valid statement but George could only have had the time to do this if Martin had not held the meeting only a week after the senior managers meeting.  Hackman is wrong about at least one thing. He says there were no fundamental changes at SportsGear. That is not exactly true. The manufacturing department was chosen to act as  a pilot program. This is a common tactic when introducing major changes; you begin with one team before turning the entire company into problem solving teams. Pascual reports his own  experiences at his company and compares them to what has happened at SportsGear. He makes excellent comments about the need for ongoing training, for constantly communicating the CEOs vision and  clarifying the roles of teams and team members. And, as pointed out in the first paper, Pascual also says that everyone in the company needs to know what is expected  of them in this new structure. Martin never explained to the staff how he interpreted empowerment which leaves the managers in a state of confusion. A CEO cannot change the  corporate culture by simply saying it is changing. Pascual also points out there were key personnel not included in the team, specifically those from human resources and finance. This