Selen Doğan2019-08-012019-08-0120031303-1260https://app.trdizin.gov.tr/makale/TXpFMU5UVT0=https://hdl.handle.net/11480/2421Today, organizations are demanding more from their employees than ever before. Higher customer expectations, increased globalization, more sophisticated technology- these are just a few of the changing conditions at working life . In today's working environment the traditional command and control hierarchies of the past are increasingly less appropriate. Instead, employees must learn to take initiative, to be creative and to accept responsibility for their actions. They need to be "empowered". Empowerment is a complex concept. It tends to mean different things to different people. There are two different perspectives that often come into play when executives think about empowerment. One of them is that empowerment is about delegation and accountability. The other group of executives believe that empowerment is about risk taking, growth and change. In this article, we try to analyze these two different perspectives of executives and the meaning of empowerment. Despite feelings that empowerment can give an organization a competitive advantage, and despite the fact that many managers agree that empowerment is desirable, companies often run into problems with implementation. At the same time, this article explores the reasons why this promising concept often proves elusive.Today, organizations are demanding more from their employees than ever before. Higher customer expectations, increased globalization, more sophisticated technology- these are just a few of the changing conditions at working life . In today's working environment the traditional command and control hierarchies of the past are increasingly less appropriate. Instead, employees must learn to take initiative, to be creative and to accept responsibility for their actions. They need to be "empowered". Empowerment is a complex concept. It tends to mean different things to different people. There are two different perspectives that often come into play when executives think about empowerment. One of them is that empowerment is about delegation and accountability. The other group of executives believe that empowerment is about risk taking, growth and change. In this article, we try to analyze these two different perspectives of executives and the meaning of empowerment. Despite feelings that empowerment can give an organization a competitive advantage, and despite the fact that many managers agree that empowerment is desirable, companies often run into problems with implementation. At the same time, this article explores the reasons why this promising concept often proves elusive.trinfo:eu-repo/semantics/openAccessUluslararası İlişkilerSiyasi BilimlerOther029172033155