This is a simple assignmentPlease read the attached article from the January 2021 issue of Harvard Business Review. Then write a 500 word essay with an original title where you identify six examples t

1. What does the article mean by the term "responsibilisation"?

Responsibilisation is the French word for empowerment. In this context, it was used to refer to the active process of empowering the frontline workers in an organization to take accountability and responsibility for making crucial decisions that impact the operations of the organization. Responsibilisation was first introduced by Bellerin in Michelin factories as an approach to improve the organization’s efficiency and productivity. This concept is inspired by the fact that many frontline workers are assumed to be just followers and implementers of the management’s decision without questioning it, yet they are the ones who are in direct contact with the firms’ operations and understand better the challenges, opportunities, and above all have untapped abilities that can be used to improve the organization.

1. Why did the "Taylor approach" in the early 20th century treat workers menially?

Taylor's approach assumed that frontline workers were merely incapable of making sound decisions to help drive the business. He assumed that they were not only less skilled but lacked the ingenuity to provide important information that could impact the overall goal of their work.

The Taylor approach treated workers menially since it was based on the idea of denying the frontline workers the right to exercise their judgment in many managerial decisions. Taylor believed that only through enforcing standardized methods, enforcing the adoption of the best implements used in worked and working conditions, and enforcing cooperation could contribute to increased productivity and speed of work. These workers were stifled in creativity as this role of deciding what was best for them lied in the hands of the managers.

1. Do you trust this piece, or is it yet another example of all-talk-no-action?

I do trust this example. In the paper, the writers not only give many valid examples but also outline why such a method is practical and what can be done to implement it. It is reasonable to believe that most workers in organizations today have no control over many decisions at the workplace. This power rests on the management most of whom neither are not frontline workers nor do they have the monopoly of knowledge. It is thus worthy to acknowledge that majority of the frontline workers possess a wide variety of positive attributes that if given a chance can contribut in bettering the organization. 

Organizations such as Michelin have proved that the method not only increases the morale of the workers but also the overall organization’s productivity and profitability. Take for instance that even though the results of responsibilisation were uneven, Homburg’s productivity was boosted by 10%. In addition to this, it enabled the organization to cut on the cost of hiring managers for the headquarters, while hiring more professional staff thereby reducing overheads. Several other examples included in the footnotes are the Nucor, America's leading steelmaker who through this method have managed to bring their return on capital to 50% beyond industry norms, Buurtzorg, a Dutch home health care provider has managed to bring their overheads to 68% below average industry standards while also achieving bigger customer satisfaction by a margin of 30%. 

1. Can a frontline worker in the US make meaningful career progress? How, and what are the major obstacles they will need to overcome?

A frontline worker in the US too can make meaningful career progress. This is if they are allowed to explore their potential in creativity, innovation, and passion. By allowing them to participate in decision-making since they are directly affected by these managerial decisions. 

Major obstacles they will need to overcome are getting the central managers to cede power of control, acquiring new skills to fit and understand better their new roles, and let the top management avail important information to them to enable them to make these decisions.