Employee empowerment ppt @ mba 2009

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Employee empowerment ppt @ mba 2009

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Employee empowerment ppt @ mba 2009

  1. 1. Employee Empowerment, Leadership & Change, Team building & Teamwork,Communication & Interpersonal Relations, Education & Training
  2. 2. Major Topics Employee Empowerment Leadership and Change Team Building & Team Work Effective Communication Education & Training
  3. 3. Employee Empowerment
  4. 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. 5. Rationale An aspect of Working Smart Empowerment is the key to motivation & Productivity. It enables a person to develop personally & professionally.
  6. 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. 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. 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. 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. 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. 11. How to Recognize Empowered Employees Taking Initiative Identifying Opportunities Thinking Critically Building Consensus
  12. 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. 13. Leadership & Change
  14. 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. 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. 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. 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. 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. 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. 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. 21. How to Lead Change? Change Facilitation Model:  A critical aspect of leadership in today’s globally oriented organization involves leading change.
  22. 22. Team Building & Team Work
  23. 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. 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. 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. 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. 27. Four Step Approach to Team Building Assessing Team Needs Planning Team-Building Activities Executing Team-Building Activities Evaluating Team-Building Activities
  28. 28. Character Traits & Teamwork Following are few character traits required for Teamwork:  Honesty  Selflessness  Dependability  Enthusiasm  Responsibility  Cooperativeness  Initiative  Patience
  29. 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. 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. 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. 32. Rewarding Team & Individual Performance An organization’s attempt to institutionalize teamwork will fail unless it includes implementation of an appropriate compensation system
  33. 33.  Effective Communication
  34. 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. 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. 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. 37. Defnition of Listening Listening means receiving the message,corretly decoding it and accurately perceiving what it means.
  38. 38. Inhibitors of effective listening Lack of concentration Interruption Preconceived ideas Thinking ahead Interference
  39. 39. Improving the listening skills Upgrade your desire to listen Ask the right question Judge what is really being said Eliminate listening errors
  40. 40. Communicating in Writing (Helpful Rules) Plan before you write. Be brief. Be direct. Be accurate. Practice self – editing.
  41. 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. 42. Education & Training
  43. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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