Read the Point and Counterpoint arguments and answer the question listed below:

Question

Read the Point and Counterpoint arguments and answer the question listed below:

Which argument do you agree with (point or counterpoint)? Explain your reasoning. one page

Point

If you want high-performing teams with members who like each other and their jobs, I have a simple solution. Remove the leash tied to them by management and let them make their own decisions. In other word, empower them. This trend started a long time ago, when organizations realized that creating layers upon layers of bureaucracy thwarts innovation, slows progress to a trickle, and merely provides hoops for people to jump through in order to get any-thing done.

You can empower teams in two ways. One way is structurally, by transferring decision making from managers to team members and giving teams the official power to develop their own strategies. The other way is psychologically, by enhancing team members’ beliefs that they have more authority, even though legitimate authority still rests with the organization’s leaders. However, structural empowerment leads to heightened feelings of psychological empowerment, giving teams (and organizations) the best of both worlds.

Research suggests empowered teams benefit in a number of ways. Members are more motivated. They exhibit higher levels of commitment to the team and to the organization. And they perform much better too. Empowerment sends a signal to the team that it is trusted and doesn’t have to be constantly micro-managed by upper leadership. And when teams get the freedom to make their own choices, they accept more responsibility for and take owner-ship of both the good and the bad.

Granted, that responsibility also means empowered teams must take the initiative to foster their ongoing learning and development, but teams entrusted with the authority to guide their own destiny do just that. So do yourself (and your company) a favor and make sure that teams, rather than needless layers of middle managers, are the ones making the decisions that count.

Counterpoint

Empowerment advocates cite the benefits yet neglect the harm that can be done when too much decision making power is given to teams. They think that, to create effective teams, all you have to do as a leader is nothing, since because, by empowering teams, you’ve effectively stepped away as a leader and have lost your authority. Empowerment can do some good in certain circumstances, but it’s certainly not a cure-all.

Yes, organizations have become flatter over the past several decades, paving the way for decision making authority to seep into the lower levels of the organization. But consider that many teams are “empowered” simply because the management ranks have been so thinned that there is no one left to make the key calls. Empowerment is then just an excuse to ask teams to take on more responsibility without an accompanying increase in tangible benefits like pay.

In addition, the organization’s leadership already has a good idea of what it would like its teams (and individual employees) to accomplish. If managers leave teams to their own devices, how likely is it that those teams will always choose what the manager wanted? Even if the manager offers suggestions about how the team might proceed, empowered teams can easily ignore that advice. Instead, they need direction on what goals to pursue and how to pursue them. That’s what effective leadership is all about.

Consider what happens when decision making authority is distributed between among team members. The clarity of each team member’s role becomes fuzzy, and members lack a leader to whom they can go for advice. And finally, when teams are self-managed, they become like silos, disconnected from the rest of the organization and its mission. Simply handing people authority is no guarantee they will use it effectively. So, leave the power to make decisions in the hands of those who have worked their way up the organization. After all, they got to be leaders for a reason.

Source: S. I. Tannenbaum, J. Mathieu, E. Salas, and D. Cohen, “Teams Aare Changing: Are Research and Practice Evolving Fast Enough,” Industrial and Organizational Psychology, 5 (2012), pp. 2–-24; and R. Ashkenas, “How tTo Empower Your Team for Non-Negotiable Results,” Forbes (April 24, 2013), downloaded on June 10, 2013, from www.forbes.com.

Explanation / Answer

I agree with the first article as it is correct in terms of empowering the employees inside an organisation by developing self efficacy as well as being in a positive work environment which is very beneficial for them. By properly providing team authority to the team members and having an specific understanding of the situation regarding betterment of the organisation.

'Developing self efficacy inside an organisation for an employee is very essential. It plays an important role to be more resilient inside the organisation. This increased level of resilience directly increases understanding of the situations as well as create more resilient leaders. Send application development is a total release of one's personal agency. It develops a proper sense of control as well as confidence for undertaking challenging task as well as achievement of an successful outcome. By developing a sense of self efficacy an employee can show high level of leadership foreign organisation.
It is a very widely used term in leadership as well as management. It directly motivates in employees at a better level which is directly helping in increasing the overall productivity as well as efficiency of the specific individual in the organisation. By boosting the staff efficacy, oberoi level of production as well as implementation of different strategies could be effectively done. It directly creates a strong responsibility as well as sense of personal Responsibility in an employee towards the organisation and its goals.
Boosting in employees cell applications inside an organisation directly leads to Greater empowerment. It also improve the employees performance . High efficacy level creates high performance leaders as they are better at dealing with multiple problems.High efficacy provides extensive support to the organization structure.
For an example, stress taking capabilities of a manager is widely increase with the help of the self efficacy. Also we can say that the multiple leading abilities are added to the portfolio with the help of increase self efficacy for the employees in an organisation which is very beneficial as a part of the main organisation.

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