Margaret Thatcher GMskills

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  • 8/17/2019 Margaret Thatcher GMskills


    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


    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.

  • 8/17/2019 Margaret Thatcher GMskills


    • 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


    • *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


    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

  • 8/17/2019 Margaret Thatcher GMskills


    ?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 @

  • 8/17/2019 Margaret Thatcher GMskills


    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