Employee empowerment ppt @ mba 2009

1. Employee Empowerment, Leadership &
Change, Team building & Teamwork,
Communication & Interpersonal Relations,
Education & Training

2. Major Topics
 Employee Empowerment
 Leadership and Change
 Team Building & Team Work
 Effective Communication
 Education & Training

3. Employee Empowerment

4. Employee Empowerment
Defined…
 Employee Empowerment is Employee
Involvement that matters.
 It could also be defined as controlled transfer
of authority to make decisions and take
actions.
 What is needed?
 Successful implementation of empowerment
requires change in corporate culture.
 Does this mean Abdication?

5. Rationale
 An aspect of Working Smart
 Empowerment is the key to motivation &
Productivity.
 It enables a person to develop personally &
professionally.

6. Inhibitors of Empowerment
 Resistance from Employees & Unions
 Resistance from Management
 Insecurity
 Personal Values
 Ego
 Management Training
 Personality Characteristics of Managers
 Exclusion of Managers
 Workforce Readiness

7. Management’s Role in
Empowerment & Implementing
Empowerment
 Management’s Role:
 Commitment
 Leadership
 Facilitation
 Implementing Empowerment:
 Development of Suggestion Systems (Fig 8.3)
 Considering the Employees Point of View
 Putting Vehicles in Place
 Brainstorming
 Nominal Group Technique (fig 8.4)

8. Suggestion Systems - 1
 Management’s Role:
 Establishing Policy
 Setting Up the System
 Promoting the Suggestion System
 Evaluating & Implementing suggestions
 Rewarding employees
 Improving the system..
 Improving Suggestion Processing
 Improving Individual Suggestions
 Problem Identification

9. Suggestion Systems - 2
 Evaluating Suggestions
 Though Employees make suggestions, final
analysis is still to be made by manager.
 Thus, Establish a formal rating system for
evaluating suggestion systems.
 Handling Poor Suggestions
 Listen Carefully
 Express Appreciation
 Carefully explain your position

10. Achieving Full Participation
 Removing Hidden Barriers
 Negative Behavior
 Poor Writing Skills
 Fear of Rejection
 Inconvenience
 Encouraging new Employees
 Coaching Reluctant Employees
 Assess
 Investigate
 Match

11. How to Recognize Empowered
Employees
 Taking Initiative
 Identifying Opportunities
 Thinking Critically
 Building Consensus

12. Empowerment
 Avoiding Traps:
 Defining Power as Discretion & Self- Reliance
 Failing to Properly Define Empowerment for
Managers & Supervisors
 Assuming Employees Have the skills to be
Empowered
 Getting Impatient Making the Transition from
Traditional Approach
 Beyond Empowerment

13. Leadership & Change

14. Leadership Defined
 Leadership is the ability to inspire people to
make a total, willing and voluntary
commitment to accomplish or exceeding
organizational goals.
 Leaders must
 Overcome resistance to change
 Broker the needs of Constituency groups
 Establish an ethical framework
 Characteristics
 Balanced Commitment

15. Leadership for Quality
 Principles:
 Customer Focus
 Obsession with Quality
 Freedom through Control
 Looking for Faults in Systems
 Teamwork
 Continuing Education & Training
 The Juran Trilogy:
 Quality Planning

16. Leadership
 Motivation & Inspiration:
 Understanding Individual Needs
 Understanding Individual Beliefs
 Leadership Styles:
 In a total Quality setting, the most appropriate
style might be called participative leadership
taken to a higher level

17. Building & Maintaining a
Following
 Popularity & the Leader
 Not all good leaders are popular. Vice Versa
applies.
 Leadership Characteristics
 Sense of Purpose, Self-Discipline, Honesty,
Credibility, Commonsense, Stamina,
Commitment, Steadfastness.
 Pitfalls
 Trying to be a buddy, Having an Intimate
relationship with an employee, Trying to keep the

18. Leadership Vs Management
 Leadership & Management are two distinctive
and Complementary systems of action.
Management Leadership
 Coping with Complexity  Coping with Change
 Planning & Budgeting for  Setting the Direction for
Complexity change
 Develops capacity to  Aligns people to work
carry out plans through toward the vision
organizing & staffing
 Ensures accomplishment  Motivates & Inspires
of plans through controlling people to want to accomplish
& Problem Solving the plan

19. Leadership, Ethics, Change
 Leadership & Ethics:
 Setting high standards of ethical behavior is an
essential task of leaders in a total quality setting.
 Leadership & Change
 Have a clear vision & corresponding goals
 Exhibit a strong sense of responsibility
 Be an effective communicator
 Have a high energy level

20. Change
 Employees & Mangers on Change
 Difficulty in Change  Different perceptions of
employees & managers.
 Hence, proper atmosphere should be created to
accommodate change.
 Restructuring & Change:
 Be smart & Empathetic
 Have a Clear Vision
 Establish Incentives that Promote the Change

21. How to Lead Change?
 Change Facilitation Model:
 A critical aspect of leadership in today’s globally
oriented organization involves leading change.

22. Team Building & Team Work

23. Overview of
Team Building & Teamwork - 1
 What is a Team?
 A team is a group of people with a common,
collective goal.
 Rationale for Teams
 Primary reasons for advocating teamwork are:
 Two or more heads are better than one.
 People in teams get to know each other better, build
trust & as a result help each other.
 Teamwork promotes better communication.
 A group of people become a team when the
following conditions exist:

24. Overview of
Team Building & Teamwork - 2
 Types of Teams
 Department Improvement Team
 Process Improvement Team
 Task Force
 Learning to Work Together
 Factors influencing teamwork:
 Personal Identity of Team members
 Relationships among Team members
 Identity within the organization
 How to be a Member?

25. Overview of
Team Building & Teamwork - 3
 How to be a Leader?
 Be clear on the team’s mission
 Identify success criteria
 Be action centered
 Establish the ground rules
 Share Information
 Cultivate Team Unity
 Team Excellence & Performance
 Interdependence, Stretching tasks, Alignment,
Common Language, Trust/Respect, Shared

26. Building Teams & Making them
Work
 Following are the factors that influence team
building & should be taken care of:
 Makeup & Size of Teams
 Choosing Team Members
 Responsibilities of Team Leaders
 Other Team Members
 Creating Teams Mission Statement
 Developing Collegial Relationships
 Promoting Diversity in Teams

27. Four Step Approach to Team
Building
 Assessing Team Needs
 Planning Team-Building Activities
 Executing Team-Building Activities
 Evaluating Team-Building Activities

28. Character Traits & Teamwork
 Following are few character traits required for
Teamwork:
 Honesty
 Selflessness
 Dependability
 Enthusiasm
 Responsibility
 Cooperativeness
 Initiative
 Patience

29. Teams are not Bossed
– They are Coached
 Bosses approach the job from
 “I’m in charge – do as you are told perspective”.
 Coaches are
 facilitators of team development and continually
improved performance.
 Following are a few characteristics of a
Coach:
 Clearly Defined Character
 Team Development/Team Building
 Mentoring

30. Handling Conflict in Teams
 Resolution Strategies for Team Conflicts:
 Plan & Work to establish a balanced culture
 Establish clear criteria
 Don’t allow individuals to build personal empires
 Encourage & Recognize risk-taking behavior
 Value constructive dissent
 Assign people of widely differing perspectives
 Reward and recognize both dissent & teamwork

31. Structural Inhibitors of Teamwork
 Commonly found structural inhibitors to
teamwork in organizations are:
 Unit Structure
 Accountability
 Unit Goals
 Responsibility
 Compensation & Recognition
 Planning & Control

32. Rewarding Team &
Individual Performance
 An organization’s attempt to institutionalize
teamwork will fail unless it includes
implementation of an appropriate
compensation system

33.  Effective Communication

34. Defnition of Communication
 Communication is the transfer of message
( information,idea,emotion,intent,feeling or
something else) that is both received and
understood.

35. Effective Communication
 Effective Communication means that the
message is received ,understood and acted on
in the desired manner. It is higher order of
communication.

36. Strategies to communicate the
importance of quality
 1) Be optimistic and tie quality to the
organization’s strategic direction
 2) Consider the points of view of all sides
when formulating your message.
 3) Be positive ,honest and consistent-give
every one the same message.

37. Defnition of Listening
 Listening means receiving the
message,corretly decoding it and accurately
perceiving what it means.

38. Inhibitors of effective listening
 Lack of concentration
 Interruption
 Preconceived ideas
 Thinking ahead
 Interference

39. Improving the listening skills
 Upgrade your desire to listen
 Ask the right question
 Judge what is really being said
 Eliminate listening errors

40. Communicating in Writing
(Helpful Rules)
 Plan before you write.
 Be brief.
 Be direct.
 Be accurate.
 Practice self – editing.

41. Strategies for improving
communication
 Keep up to date.
 Prioritize and determine time constrains.
 Decide whom to inform.
 Determine how to communicate.
 Communicate and follow up.
 Check understanding and obtain feedback

42. Education & Training

43. Overview of Education,
Training & Learning - 1
 Training is
 An organized, systematic series of activities
designed to enhance an individual’s work-related
knowledge, skills, and understanding.
 Corporate America invests more than $45
billion per year in training.
 Sources of Training:
 In house training
 External Training or a combination of both.
 Numerous Instructional methods like

44. Overview of Education,
Training & Learning - 1
 Types of training by Industry:
 Customer Education
 Sales Skills
 Employee relations etc.,
 Changing Role of Training
 Mission of corporate Training is becoming the
maximization of competitiveness through
continual improvements.
 Attitudes towards Training
 Although interest levels don’t yet match those

45. Rationale for Training
 The rationale for training can be found in the
need to compete.
 Following are the important factors for “need
for training”
 Quality of the existing labor pool
 Global Competition
 Rapid & Continual Change
 Technological Transfer Problems
 Changing Demographics

46. Training needs Assessment
 It is most important to:
 Train those who need it most
 Ensure that the training provided is designed to
promote the goals of the organization
 Managers may become involved in assessing
training needs at two levels:
 Organizational Level
 Individual Level
 The most structured approach managers can

47. Providing Training
 Strategies for maximizing training resources:
 Build in Quality from the start
 Design Small
 Think Creatively
 Shop around
 Preview & Customize
 Internal Approaches
 Computer Based training, Group instruction etc.
 External Approaches
 Enrolling employees in programs provided by
public institutions.

48. Evaluating Training
 Evaluating Training begins with a clear
statement of purpose.
 To know where training has improved
performance, managers need to know three
things:
 Was the training provided valid?
 Did the Employees learn?
 Has the learning made a difference?

49. Managers as Trainers & Trainees -
1
 Principles of Learning:
 People learn best when they are ready to learn
 People learn more easily when what they are
learning can be related to something they already
know
 People learn best in a step-by-step manner
 People learn by doing
 The more often people use what they are learning,
the better they will remember and understand it
 Success in learning tends to stimulate additional

50. Managers as Trainers & Trainees -
2
 Four Step Teaching Method:
 Preparation
 Presentation
 Application
 Evaluation
 Managers as Trainees:
 Quality basics
 Strategic Quality management
 Quality Planning
 Quality Improvement

51. Workforce Literacy
 Impact of Illiteracy on Industry:
 Difficulty in filling high-skill jobs, lower levels of
productivity, higher levels of waste etc.,
 What Industry Can Do
 Industry in United States has found it necessary to
confront the literacy problem head-on.
 Companies are doing this by providing remedial
education in the workplace.
 What Managers Should Know about Literacy
Training

52. Improving Learning
 Teaching Study Skills
 Make a schedule and stick to it
 Have a special place to study
 Listen and take notes
 Read assertively
 Improve test-taking skills
 Using Humor in Training
 Properly used relevant humor can produce a more
favorable audience for the trainer.
 Why Training Sometime fails?

53. Orientation Training
 Recurring errors associated with orientation
training:
 Insufficient Information
 Too much Information
 Conflicting Information
 Principles for providing effective training:
 Base orientation topics on a needs assessment
 Establish an organizing framework
 Establish learner control
 Make orientation a process, not just an event

54. Customer Training
 An old adage states
 “The customer is always right”
 Customer education has several aspects:
 Shaping customer expectations
 Providing user support
 Marketing
 Customer expectations are shaped by the
promotional literature used in marketing the
product.

55. Ethics Training
 Ethical behavior and the rationale for it can be
taught.
 Ethics training is becoming increasingly
important
 As the pressures of succeeding in an intensely
competitive global marketplace grow.
 Following are a few recommendations:
 Stimulate discussion
 Facilitate, don’t preach