[Moczydłowska et al., 2(7): July, 2015] ISSN: 2349- 5197 Impact Factor (PIF): 2.138 INTERNATIONAL JOURNAL OF RESEARCH SCIENCE & MANAGEMENT http: // www.ijrsm.com (C) International Journal of Research Science & Management [16] EMPOWERMENT IN MANAGEMENT PRACTICE - THE EXPERIENCE OF POLISH ENTERPRISES Joanna M. Moczydłowska 1* , Urszula Widelska 2 1*2 Department of Management, Bialystok University of Technology Correspondence Author: joanna@moczydlowska.pl Keywords: Empowerment, management practice, methods of management. Abstract Empowerment is a concept difficult to define in a clear and precise way. In the literature of the subject empowerment is referred to as a management strategy, management philosophy, management method, as an organizational phenomenon, as well as a process or a set of managerial activities and practices. Without a solution to the definitional dilemma, the authors treat empowerment as both a management concept, i.e. a set of coherent ideas to explain a specific fragment of organizational reality and a management method, which is a coherent set of organizational activities that some organizations have successfully implemented and turned into management practice. The purpose of this article is to present the scope and manners of implementation of empowerment as a management method in enterprises. The study was conducted in north-eastern Poland. Introduction Empowerment is combined with motivating employees by expanding their autonomy and self-control, which is to lead to a deep involvement in the formulation and achievement of organizational objectives. Empowerment is development of earlier theoretical trends in management: participatory management and job enrichment [9]. As J. A. Conger and R. N. Kangungo accurately emphasize [3], a full understanding of the concept of empowerment requires consideration of two interpenetrating levels: organizational and psychological ones. In the organizational sphere, empowerment is a far-reaching transfer of power to employees. In the psychological sphere, it is a special state of consciousness of employees: awareness of their independent role in the organization and the subsequent decision-making rights. Therefore, empowerment is a complex, multidimensional phenomenon, covering virtually all areas of the organization. It combines an organizational level (organizational empowerment) with the psychological sphere, individual for each employee, and this is its strength and uniqueness. M. Bugdol [2] broadens the perspective of empowerment even further, postulating four levels to realize the implementation of this concept: organizational, pedagogical, psychological, and sociological ones (see Figure 1). Figure 1. Dimensions of empowerment Source: own study based on M. Bugdol (2006), Wartości organizacyjne [Organizational values], Wydawnictwo UJ, Cracow, pp. 42-73. It is worth paying attention to the dynamic nature of empowerment. Its essence is to enable employees to take creative action and manifest their own initiative by providing them with the possibility of making decisions while retaining responsibility for their ORGANIZATIONAL Teamwork Flexible structures Management of change PEDAGOGICAL Employee development Learning by forming relationships PSYCHOLOGICAL Integration Impact Self-awareness SOCIOLOGICAL Development of organizational ties Empowerment