Many senior managers are faced with the decision as to whether or not they should 'go' for empowerment. Their major concern is the likely effect of empowerment on mangers, supervisors, and the organisation as a whole. Empowerment has the capacity to bring about major changes in the roles of every key player, and ultimately leads to the emergence of a new organisation. This book examines the implications for empowerment at every level, including such issues as training, career paths, company communications and the ability to respond to the demands of the market place. It is supported by plentiful case study material, much of it drawn from the author's own experience.