Article Abstract:
Premier Bank of Louisiana implemented Premier First, a re-engineering effort focused on the creation of a cascading sponsorship for organizational change. Premier First encompassed areas such as new accounts, deposits and transactions, consumer lending and commercial lending. Re-engineering experience at Premier Bank has shown that top managers can effectively sponsor organizational change efforts by communicating the compelling need for change and the vision for change, maintaining an open-door policy and empowering employees.
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Article Abstract:
Managers at Arizona State University (ASU) adopted empowerment strategies similar to those implemented by private organizations to develop their own change agents. Established in 1988, ASU's Leadership Academy promotes empowerment among administrators and faculty members by encouraging them to create a vision of a new organization, act as role models and capitalize on people's strengths. As change agents, trainees in the Academy are also taught to abandon a bureaucratic mind-set and constantly examine their methods and goals.
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Article Abstract:
A survey was conducted in 52 newly acquired branches of a $40-billion interstate bank to determine the effect of employee empowerment on employee behaviors and attitudes. Employee empowerment was in the form of allowing employees to schedule their training as part of a large-scale, mandated organizational transformation process in connection with an information system conversion. The results showed that employee empowerment resulted in positive employee behaviors and attitudes during mandated organizational change.
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