Minding the Store Q&a
Minding the store
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There are nine specific ways to foster empowerment. Ken Hoffman didn’t follow these rules and thus failed to produce a sense of competence choice, impact value and security. The first rule that Ken Hoffman violated was articulating a clear vision and goals.
When Ruth Cummings was made the branch manager, she was told to make the store one of the best in the system. He failed to share the vision of where the organization is going and how Ruth can contribute as an individual.
The second blunder caused by Mr. Hoffman was not fostering personal mastery experiences. By successfully accomplishing a task, defeating an opponent, or resolving a problem, people develop a sense of mastery. Hoffman should have helped Ruth feel increasingly empowered by helping her develop an awareness that she can succeed.
Modeling is another way to empower people. Hoffman didn’t demonstrate the correct behavior that Ruth should follow. Without the proper modeling, Ruth couldn’t presume that the task could be done, it is within her capabilities and success is possible. As Hoffman worked at the main office and Ruth worked at a branch, it wasn’t possible for Huffman to show her how to accomplish work or to frequently demonstrate success. Hoffman should have made it possible for Ruth to be able to communicate with other successful branch manager who could have served as a role model.
Another technique that was not followed by Ken Hoffman was Providing Support. In order to help others experience empowerment, social and emotional support is needed. If people are to feel empowered, managers should praise them, encourage them, express approval of them and reassure them. It is important to express confidence in employees by supervising them less closely. In this case we see that, Hoffman didn’t support Ruth in any ways. Instead he became very irritated each time Ruth took ant decision by herself.
Creating Emotional Arousal helps replace negative emotions such as fear
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There are nine specific ways to foster empowerment. Ken Hoffman didn’t follow these rules and thus failed to produce a sense of competence choice, impact value and security. The first rule that Ken Hoffman violated was articulating a clear vision and goals.
When Ruth Cummings was made the branch manager, she was told to make the store one of the best in the system. He failed to share the vision of where the organization is going and how Ruth can contribute as an individual.
The second blunder caused by Mr. Hoffman was not fostering personal mastery experiences. By successfully accomplishing a task, defeating an opponent, or resolving a problem, people develop a sense of mastery. Hoffman should have helped Ruth feel increasingly empowered by helping her develop an awareness that she can succeed.
Modeling is another way to empower people. Hoffman didn’t demonstrate the correct behavior that Ruth should follow. Without the proper modeling, Ruth couldn’t presume that the task could be done, it is within her capabilities and success is possible. As Hoffman worked at the main office and Ruth worked at a branch, it wasn’t possible for Huffman to show her how to accomplish work or to frequently demonstrate success. Hoffman should have made it possible for Ruth to be able to communicate with other successful branch manager who could have served as a role model.
Another technique that was not followed by Ken Hoffman was Providing Support. In order to help others experience empowerment, social and emotional support is needed. If people are to feel empowered, managers should praise them, encourage them, express approval of them and reassure them. It is important to express confidence in employees by supervising them less closely. In this case we see that, Hoffman didn’t support Ruth in any ways. Instead he became very irritated each time Ruth took ant decision by herself.
Creating Emotional Arousal helps replace negative emotions such as fear