Re-engineering people through leadership and empowerment: a case study

Summary form only given. The authors present the challenges experienced by Velden Engineering (UK) Ltd, during their pursuit of total quality management (TQM). The company´s efforts were channelled through their nontraditional approach to employee training. This approach has clearly demonstrated an improvement in organisational and employee performance, and goes beyond the traditions of conventional skills training, by addressing the educational development needs of all employees. This integrated strategy has been formulated through re-engineering the people process and by integrating leadership and empowerment into the corporate culture. The concept of strict management discipline within Velden has been replaced by that of leadership: giving up compulsory control-gaining influence, co-operation, trust, and commitment. Velden´s old determinist approach to management has changed. It is now one of building knowledge, people and teams within the organisation, and integrating employees together, to achieve a common purpose and provide fulfilment for those involved. The entire Velden workforce is lead from the front by a chief executive officer, who inspires the whole workforce. However, in order to ensure continued prosperity and growth, Velden strives to ensuring that everybody within the organisation develops their leadership qualities to their full potential