Employeeship: The Necessary Prerequisite for Empowerment: The Success or Failure of an Organization Is Not (only) the Manager′s Responsibility

Observes that, traditionally, the problems and opportunities of an organization are seen through the eyes of a manager, and that whereas management literature is rich in descriptions of what it takes to be a good manager, it is difficult to find descriptions of what it means to be a good staff member. Argues against the conventional view that managers must take the blame for failures and, in return, get the credit for success. Claims that the manager′s role is highly overrated and questions the prevailing belief in the management′s total responsibility, arguing that, in fact, management is only part of the overall picture and therefore can only be held partly responsible. Claims that it is possible to create good cooperation and commitment in an organization where both management and staff feel responsible for the success or failure of the organization. Defines the culture in such an organization as an “employeeship culture”. Describes an employeeship culture and its three most important elements: responsibility, loyalty and initiative.