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Empowerment

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  • 1. EMPOWERMENT THE SHARING OF KNOWLEDGE & ACCOUNTABILITY Mauro A. Calcaño May 1998
  • 2. EMPOWERMENT IS CARING ABOUT EMPLOYEES
  • 3. EMPOWERMENT IS SHIFTING TO STOCKIST PROGRAM
  • 4. RELEASING THE KNOWLEDGE, EXPERIENCE AND MOTIVATION THEY ALREADY HAVE EMPOWERMENT
  • 5. THE 3 KEYS TO MAKING EMPOWERMENT WORK IN YOUR ORGANISATION Sharing information with everyone Creating autonomy through boundaries Replacing old hierarchies with self-managed teams
  • 6. THE KIND OF THINKING THAT LED TO PAST SUCCESS WILL NOT LEAD TO FUTURE SUCCESS
  • 7. Management's thinking is the first thing that has to change
  • 8. 4 CRITICAL ORGANISATIONAL ATTRIBUTES NEEDED TO BE: 1. CUSTOMER DRIVEN SUCCESS BEGINS WITH CUSTOMERS 2. COST-EFFECTIVE DO FAR MORE WITH FAR LESS 3. FAST AND FLEXIBLE MAKE DECISIONS, SOLVE PROBLEMS AND TAKE ACTIONRIGHT ON THE SPOT 4. CONTINUALLY IMPROVING BETTER TODAY THAN IT WAS YESTERDAY AND BETTER TOMMORROW THAN TODAY “ WE HAVE TO BECOME LEANER AND BETTER, WITH FEWER MANAGEMENT LAYERS”
  • 9. EMPOWERMENT EMPOWERMENT IS NOT GIVING PEOPLE POWER PEOPLE ALREADY HAVE PLENTY OF POWER THROUGH THE WEALTH OF THEIR KNOWLEDGE AND MOTIVATION WE DEFINE EMPOWERMENT AS LETTING THIS POWER OUT!
  • 10. UNLESS EMPOWERMENT STARTS AT THE TOP, IT’S GOING NOWHERE
  • 11. AN EMPOWERED MANAGER
    • CO-ORDINATES EFFORTS
    • ACQUIRES RESOURCES
    • ENCOURAGES STRATEGIC THINKING
    • WORKING CLOSELY WITH CUSTOMERS
    • (Internal & External)
    • COACHING PEOPLE
    EVERYTHING YOU DO IS TO HELP YOUR PEOPLE BE MORE EFFECTIVE AND BE MORE PRODUCTIVE YOU WORK FOR THEM RATHER THAN THEY WORK FOR YOU
  • 12. THE FIRST KEY: SHARE INFORMATION WITH EVERYONE
  • 13. THERE’S NO BETTER WAY TO SHOW PEOPLE THAT YOU TRUST THEM THAN TO SHARE INFORMATION
  • 14. PEOPLE WITHOUT INFORMATION CANNOT ACT RESPONSIBLY OR ACT AT ALL PEOPLE WITH INFORMATION ARE COMPELLED TO ACT RESPONSIBLE
  • 15.
    • SHARING INFORMATION WITH EVERYONE :
    • IS THE FIRST KEY IN EMPOWERING PEOPLE
    • AND ORGANISATIONS
    • LET PEOPLE UNDERSTAND THE CURRENT
    • SITUATION IN CLEAR TERMS
    • BEGINS TO BUILD TRUST THROUGHOUT
    • THE ORGANISATION
    • BREAKS DOWN TRADITIONAL HIERARCHICAL
    • THINKING
    • HELPS PEOPLE BE MORE RESPONSIBLE
    • ENCOURAGES PEOPLE TO ACT LIKE
    • OWNERS OF THE ORGANISATION
  • 16. THE SECOND KEY: TO CREATE AUTONOMY THROUGH BOUNDARIES
  • 17. BOUNDARIES AREAS THAT CREATE AUTONOMY: 1. Purpose - What business are you in? 2. Values - What are your operational guidelines? 3. Image - What is your picture of the future? 4. Goals - What, when, where and how do you do what you do? 5. Roles - Who does what? 6. Organisational structure and systems - How do you support what you want to do?
  • 18. VISION COMES ALIVE WHEN EVERYONE ELSE SEES HOW HIS OR HER CONTRIBUTION MAKES A DIFFERENCE
  • 19.
    • CREATING AUTONOMY THROUGH BOUNDARIES :
    • BUILDS UPON INFORMATION SHARING
    • CLARIFIES THE VISION (BIG PICTURE) WITH
    • INPUT FROM EVERYONE
    • HELPS TRANSLATE THE VISION INTO ROLES AND
    • GOALS (LITTLE PICTURE)
    • DEFINES VALUES AND RULES THAT UNDERLIE
    • DESIRED ACTIONS; WHEN VALUES ARE CLEAR,
    • DECISION MAKING IS EASIER
    • DEVELOPS STRUCTURES AND PROCEDURE THAT
    • EMPOWER PEOPLE
    • REMINDS US THAT IT’S A JOURNEY, NOT A SIMPLE
    • TRIP
  • 20. THE THIRD KEY: TO REPLACE THE HIERARCHY WITH SELF-DIRECTED TEAMS
  • 21. WHAT IS A SELF-DIRECTED TEAM??? IT IS CONSIST OF A GROUP OF EMPLOYEES WITH RESPONSIBLITIES FOR AN ENTIRE PROCESS OR PRODUCT THEY PLAN, PERFORM AND MANAGE THE WORK FROM START TO FINISH; EQUAL SHARING OF THE RESPONSIBLITIES
  • 22. EMPOWERMENT COMES FROM TEACHING OTHERS THINGS THEY CAN DO TO BECOME LESS DEPENDENT ON YOU DON’T JUST STAND THERE, EMPOWER!!!
  • 23.
    • REPLACE THE HIERARCHY WITH SELF-DIRECTED
    • TEAMS:
    • EMPOWERED TEAMS CAN DO MORE THAN
    • EMPOWERED INDIVIDUALS
    • PEOPLE DON’T START OUT KNOWING HOW TO
    • WORK IN SELF-DIRECTED TEAMS
    • DISSATISFACTION IS A NATURAL STEP IN THE
    • PROCESS
    • EVERYONE HAS TO BE TRAINED IN TEAM SKILLS
    • COMMITMENT AND SUPPORT HAVE TO COME
    • FROM THE TOP
    • TEAMS WITH INFORMATION AND SKILLS CAN
    • REPLACE THE OLD HIERARCHY
  • 24. BENEFITS OF SELF-DIRECTED TEAMS:
    • INCREASED JOB SATISFACTION
    • ATTITUDE CHANGE FROM “HAVE TO” TO
    • “ WANT TO”
    • GREATER EMPLOYEE COMMITMENT
    • BETTER COMMUNICATION BETWEEN
    • EMPLOYEES AND MANAGEMENT
    • MORE EFFICIENT DECISION-MAKING PROCESS
    • IMPROVED QUALITY
    • REDUCED OPERATING COSTS
    • MORE PROFITABLE ORGANISATION
  • 25. 1. SHARE INFORMATION WITH EVERYONE 2. CREATE AUTONOMY THROUGH BOUNDARIES 3. REPLACE THE HIERARCHY WITH SELF-DIRECTED TEAMS EMPOWERMENT EMPOWERMENT EMPOWERMENT
  • 26. CONTINUOUS IMPROVEMENT EVERY “MISTAKE” IS AN OPPORTUNITY TO INCREASE COMPETENCES AND LEARNING
  • 27. T HE E MPOWERMENT G AME P LAN Start with: SHARING INFORMATION WITH EVERYONE
    • Share performance information about the company; help people understand
    • the business
    • Build trust through sharing
    • Set up self-monitoring possibilities
    • View mistakes as learning opportunities
    • Break down hierarchical thinking; help people behave as owners
    Then And
    • CREATE AUTONOMY THROUGH
    • BOUNDARIES:
    • Clarify the big and little pictures
    • Clarify goals and roles
    • Define values and rules that underlie actions
    • Create rules and procedures that support
    • empowerment
    • Provide needed training
    • Hold people accountable for results
    • REPLACE THE OLD HIERARCHY WITH
    • SELF-DIRECTED TEAMS:
    • Provide direction and skills training for empowered
    • teams
    • Provide support and encouragement for change
    • Use diversity as a team asset
    • Gradually give control to the teams
    • Recognise there will be some tough times
  • 28. EMPOWERMENT ISN’T MAGIC IT CONSISTS OF A FEW SIMPLE STEPS AND A LOT OF PERSISTENCE AND SHARING LEADERSHIP AND ACCOUNTABILITIES
  • 29. INFORMATION IS POWER!!!