Complete Your Replies: Read The Postings Below

To complete your replies: 1. Read the below postings of your

Read the below postings of your peers and the articles which are referenced (This is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved. Write at least 200 words to 3 or more classmates’ threads. Student interaction is key to success in this course.

The first post discusses the concept of empowerment within organizations, citing McShane and Von Glinow (2010). It defines empowerment as a psychological concept where individuals experience greater self-determination, meaning, competence, and impact regarding their roles. The article “Empowerment for the bottom line” by Golnaz Sadri emphasizes how empowerment fosters motivation, confidence, and productivity among employees, referencing companies like Nordstrom and Google. Sadri highlights strategies for effective empowerment, including goal setting, gradual exposure, and support, while warning of potential pitfalls such as employees overstepping boundaries and assuming managerial roles. The author personally views empowerment as an investment in people, enhancing individual growth and organizational success. The post also explores empowerment from a biblical perspective, referencing Acts 1:8, which links spiritual empowerment by the Holy Spirit to divine support for believers.

The second post centers on the Balanced Scorecard (BSC), defined as a goal-setting and performance measurement system aligning organizational vision and strategies (McShane & Von Glinow, 2013). Soderberg (2011) discusses how BSC transforms strategic plans into actionable, measurable goals across four perspectives: Learning & Growth, Business Operations, Customer Satisfaction, and Financials. Effective BSC implementation requires clear communication, employee involvement, and proper understanding of strategic objectives, illustrated with examples such as Richmond Public Schools. Challenges often arise from misalignment of goals across departments and confusion regarding performance measures, which can increase employee stress. The post underscores the importance of strategic clarity and leadership commitment to realize the benefits of BSC, citing biblical references like Habakkuk 2:2 about writing the vision clearly.

The third post explores Divergent Thinking, as defined by McShane and Von Glinow (2013), as reframing problems creatively and generating different approaches. Coyne, Clifford, and Dye (2007) advocate for structured divergent thinking within organizations, emphasizing setting parameters, involving the right stakeholders, grouping for participation, and narrowing ideas for implementation. Examples include Mitch Lowe’s innovative hiring practices at Redbox, which contributed to rapid business growth. The post highlights how divergent thinking supports organizational adaptability, citing President Obama’s emphasis on innovative governance in 2011. The concept of “thinking outside the box" versus “inside a new box” is discussed as a way to forge new methods and ideas consistent with current business and political environments.

Paper For Above instruction

The detailed discussion of organizational empowerment, balanced scorecard frameworks, and divergent thinking underscores essential strategic management concepts integral to modern organizational success. These theories and practices are not isolated but interrelated, demonstrating how organizations can foster innovation, improve performance, and enhance employee engagement when applying these principles effectively.

Introduction

Modern organizations operate in rapidly changing environments that demand agility, strategic clarity, and motivated personnel. Exploring empowerment, balanced scorecard implementation, and divergent thinking offers valuable insights into how organizations can navigate these challenges effectively. This paper examines these concepts through academic and practical lenses, emphasizing their relevance in contemporary organizational management.

Empowerment in Organizations

Empowerment is a core aspect of contemporary organizational behavior, involving granting employees autonomy and authority to make decisions affecting their work (McShane & Von Glinow, 2010). Sadri (2011) highlights that when employees feel empowered, they experience greater self-determination, competence, and impact, leading to increased motivation and productivity. Empirical studies have demonstrated that empowering employees can improve job satisfaction, reduce turnover, and foster innovation (Kimura, 2011). This approach aligns with transformational leadership theories, which promote trust and shared vision between managers and employees (Bass & Avolio, 1994).

Implementing empowerment strategies requires careful planning. Sadri emphasizes setting clear goals, providing support, and gradually exposing employees to responsibilities. If not managed correctly, empowerment can backfire, with employees overstepping boundaries or making decisions beyond their competence. Organizations should identify potential leaders showing leadership qualities before entrusting them with significant responsibilities (Kazlauskaite, Buciuniene, & Turauskas, 2012). In a broader context, empowerment also has spiritual dimensions, as seen in the biblical Acts 1:8, where believers receive divine empowerment through the Holy Spirit to fulfill their mission (NIV).

The Balanced Scorecard as a Strategic Tool

The balanced scorecard (BSC) developed by Kaplan and Norton (1996, 2001) links strategic objectives to performance measures across four perspectives: Learning & Growth, Business Processes, Customer Focus, and Financials. This framework facilitates translating strategic visions into operational activities, fostering alignment and accountability. Soderberg (2011) stresses that when properly implemented, BSC acts as a "marching order" that guides daily operations toward strategic goals.

Effective BSC implementation hinges on clear communication and stakeholder involvement. For example, Richmond Public Schools' adoption of BSC goals demonstrates that aligning various departments’ objectives can be challenging yet rewarding if managed properly. Complications often stem from misinterpretations or inconsistent application of measures, leading to employee frustration and reduced motivation (Evaluation of a BSC System and Its Implementation, 2010). Ensuring all employees understand the strategy and how their work contributes enhances overall organizational effectiveness.

Innovative Thinking Through Divergent Strategies

Divergent thinking, as defined by McShane and Von Glinow (2013), involves creatively reframing problems and exploring multiple solutions. Coyne, Clifford, and Dye (2007) advocate structured approaches, including setting parameters and involving diverse teams to stimulate innovation. An illustrative example is Mitch Lowe’s hiring model at Redbox, which challenged traditional practices to facilitate business growth, emphasizing the importance of thinking differently.

Similarly, political leaders like President Obama emphasize divergent thinking in governance, advocating fresh ideas to address complex issues (Balutis, 2011). The concept is that innovation does not necessarily require thinking outside the "box" but rather within a "new box," which involves redefining constraints and exploring novel solutions with a systematic method (Scott, 2011). These practices highlight that fostering a culture of creative thinking is vital for organizational adaptation and sustained success.

Conclusion

The integration of empowerment, strategic measurement tools like the BSC, and divergent thinking fosters a resilient, innovative, and motivated organization. Empowerment enhances individual engagement; the BSC translates strategic vision into actionable performance measures, and divergent thinking drives innovation and adaptation. Effective implementation of these concepts requires leadership, clear communication, collaborative efforts, and a culture that values continuous improvement and creative problem-solving. As organizations evolve amid global complexities, these strategies will remain central to their success, growth, and societal impact.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Evaluation of a BSC System and Its Implementation. (2010). Balanced Scorecard Institute.
• Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2012). Organisational and psychological empowerment in HRM. Employee Relations, 34(2), 182-199.
• Kimura, T. (2011). Empowerment, P-O fit, and work engagement: A mediated moderation model. European Journal of Economics, Finance & Administrative Sciences, (38), 44-58.
• McShane, S., & Von Glinow, M. A. (2010). Organizational behavior (5th ed.). McGraw-Hill.
• Sadri, G. (2011). Empowerment for the bottom line. Industrial Management, 53(3), 8-13.
• Soderberg, M., Kalagnanam, S., Sheehan, N., & Vaidyanathan, G. (2011). When is a balanced scorecard a balanced scorecard? International Journal of Productivity and Performance Management, 60(7), 688-700.
• Scott, M. (2011). Thinking outside the box. Smart Business Chicago, 8(11), 12-16.
• Balutis, A. (2011). Is President Obama thinking outside the box? The Public Manager, 40(2), 19-21.
• Coyne, K., Clifford, P., & Dye, R. (2007). Breakthrough thinking from inside the box. Harvard Business Review, 85(12), 70-78.