8/17/2019 Margaret Thatcher GMskills

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ME3 & IMIM

Daniyar Batyrov

Kazim Raza Syed

Alfonso Julio De La Cruz orres

!loren"e Boa Lo# $a%

Alerto Rodero

$ei 'e

Em(o)erin* and Dele*atin*

Empowering and delegating is one of the important skills in management sphere. Such aspects

can help to influence people and make them do what is needed to be done. By such skills,

managers remove control from employees and apply “pull” strategy rather than push strategy

that makes employees stressed and limited. With the strategy, workers can easily share the ideas,

develop new products and be more innovative without being bounded. owever, personally not

every person is ready to see other people taking advantage of being successful as empowering

re!uires self"sacrifice. But at proper conditions managers can increase the efficiency and lead to

success.

By empowering, administering can help people to feel support and eliminate feeling of

 powerlessness and helplessness. Empowered people start to be confident and gain will to

successfully accomplish the task. #ifferently, from power aspect, which comes from e$ternal

sources, empowering is internal tool. By developing personal !ualities and inspiration people can

empower themselves for future achievements. %ollowing dimensions can give significant support

to managers to empower others&

'. Self"Efficacy

(. Self"#etermination

). *ersonal"+onse!uence

. -eaning

. /rust

0n the crisis periods, when people have to gain significant cooperation and understanding of the

 problem, empowering comes to leading positions as a tool for solving the issue. By using small

wins strategy, employees achieve support for small wins that were done during the production

 process. By separating big goal to small parts and giving praises people believe in themselves

and become confident enough to cope with more difficult tasks.

1nother way to inspire employees is to be model and demonstrate correct behavior. When

workers see someone working as hard as possible and gaining some dividends it provides strong

 push for them that they can do it as good as others. 0t helps understand that task can be done.

With the support of manager and having the model to look at, cooperators get confidence.

*ersonal feelings are also important. Elimination sense of stress, fear and aggression, and

implementation of e$citement, passion can positively impact on working environment. *eople

end up working harder at these conditions.

0nhibitors of empowerment.

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• 1ttitudes about subordinates" most of the managers are not enthusiastic to empower the

employees as it re!uires additional work to do and think that they are not !ualified

enough.

• *ersonal insecurities" personal feeling of losing authority and recognition.

•  2eed for +ontrol" nonempowering managers believe that in order to succeed they must

control every step of the employee and luck of control cannot lead to success.

But empowerment alone cannot have significant benefit on management system. Without proper

delegation of work and clear defining the tasks reaching the outcomes will be difficult. +ompany

can have a lot of benefits with delegation. By this aspect, employees solve task more accurately

and efficiently with spending less time. +ooperators achieve significant e$perience under the

supervision and coordination. 1lso information is spread around the team and trust in each other

raises.

Mar*aret %at"%er+ 'istori"al a"#*round

-argaret ilda 3oberts was born on ') 4ctober '5( in 6rantham, 7incolnshire, the daughter of 

a grocer. She went to 4$ford 8niversity and then became a research chemist, retraining to become a barrister in '5. 0n '5', she married #enis /hatcher, a wealthy businessman who

introduced her in politics, with whom she had two children. 0n '5) she started studying ta$ law.

Early political career 

/hatcher became a +onservative member of parliament for %inchley in 2orth 7ondon in '55,

serving as its -* until '55(. er first parliamentary post was 9unior minister for pensions

in arold -acmillan:s government. %rom '5; to '5

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?ictory in the %alklands War  in '5@( and a divided opposition helped /hatcher win a landslide

victory in the '5@) general election. 0n '5@, she narrowly escaped death when the 031 planted

a bomb at the +onservative party conference in Brighton.

0n foreign affairs, /hatcher cultivated a close political and personal relationship with 8S

 president 3onald 3eagan, based on a common mistrust of communism, combined with free"market economic ideology. /hatcher was nicknamed the :0ron 7ady: by the Soviets. She warmly

welcomed the rise of reformist Soviet leader -ikhail 6orbachev.

0n the '5@< general election, /hatcher won an unprecedented third term in office. But

controversial policies, including the poll ta$ and her opposition to any closer integration with

Europe, produced divisions within the +onservative *arty which led to a leadership challenge. 0n

 2ovember '55=, she agreed to resign and was succeeded as party leader and prime minister by

Aohn -a9or.

/he end of an era

0n '55(, /hatcher left the ouse of +ommons. She was appointed a peeress in the ouse of 

7ords with the title of Baroness /hatcher of esteven and continued giving speeches and

lectures across the world. She also founded the /hatcher %oundation, which aimed to advance

the cause of political and economic freedom, particularly in the newly liberated countries of 

central and eastern Europe. 0n '55 she became a member of the 4rder of the 6arter, the highestorder of knighthood in England.

0n (==(, after a series of minor strokes, Baroness /hatcher retired from public speaking. She died

of a stroke on 1pril @, (='), at the age of @

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She was particularly disliked for many of these policies, however /hatcher lead by an e$ample.

#uring her time in office, /hatcher practised great frugality in her official residence, including

insisting on paying for her own ironing"board.

/hatcher narrowly escaped in9ury in an 031 assassination attempt at a Brighton hotel early in the

morning on '( 4ctober '5@. %ive people were killed, including the wife of +abinet -inister 

Aohn Wakeham. /hatcher was staying at the hotel to attend the +onservative *arty +onference,which she insisted should open as scheduled the following day. She delivered her speech as

 planned, a move that was widely supported across the political spectrum and enhanced her 

 popularity with the public. /hese aspects truly highlighted herself as a woman of strength in a

world of men. She was later nicknamed “0ron lady” by 3ussian press.

Even though /hatcher was at the helm of 8 government office, she never made feminism an

agenda on her list. 0nfact she fro>e child benefits, accused working mothers of creating a :creche

generation: and during her entire tenure in #owning Street only appointed one woman to her 

cabinet DAanet Foung. She also did little for female issues such as rape, domestic violence,

discrimination, se$ual harassment and se$ual ine!uality. /his is often sited as an e$ample by

critics siting that she was against empowerment of women, however it can be argued that byremoving the layers of reservation from women, she made them realise the true power of gender 

e!uality, where every success of a female was given same weightage as men. Empowerment

cannot be offered by delegation of a privilege and /hatcher truly made that happen in her tenure.

/hatcher often made statements in press which furthered the cause of womanhood in 8 politics

and promoted her as a feminist icon though never actually doing things in deliberation. %ew

e$amples are listed below&

:1ny woman who understands the problems of running a home will be nearer to understanding

the problems of running a country.: D'5