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Final Presentation Dhurva 2010

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EMpowerment presentation of PhD work in Management

EMpowerment presentation of PhD work in Management

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  • 1. DHRUVA’s International Case Writing Competition 2010 (In collaboration with Global Management Center, California State University, San Bernardino, USA) December 7, 2010, India Good Morning
  • 2. The Making of an Empowered Workforce: Demystifying a Case of Practicing Indian Organisation M M Bagali, PhD Dean-MBA programme Professor of SHRM New Horizon College of Engineering / Marathalli / Outer Ring Road Bangalore 560 087 / Karnataka State / www.newhorizonindia.edu
  • 3. agenda • Why such study in empowerment area • How and what this company uniquely practiced • Lessons to learn
  • 4. the thinking • How can HR be innovatively developed, managed and nurtured • Crystallizing the reasons as to “WHY TOP COMPANIES” are different • To explore conditions that makes workplace empowered
  • 5. the studies • Pati,1997 • Sengupta and Shaikh,1997 • Venkatachalam, 1998 • Dwivedi,1998 • Mohapatra,1998 • Tripathy,1999 • Barnes and Kaftans, 1970, 1985 • Myron Eichen,1989 • Marjorie Reynolds, 1991 • Michael Quarrey, 1992 • Cyndy Payne,1993 • Bo Burlingham, 1999
  • 6. work of prominence • Foundation for Enterprise Development – FED, and Beyster Institute for Entrepreneurial Employee Ownership , USA • Argyris, Chris (1998):“Empowerment: The Emperor’s new Clothes”, Harvard Business Review, May-June, pp: 98 -105 • Kantar, R. M , 1977, 1979, 1989,1995 • Lawler, E. E III , 1986, 1988, 1992, 1994, 1995
  • 7. the impressions Adi Godrej, Chairman and MD, Godrej Soaps ltd,1992 “It has opened my eyes in best people management practices” Ricardo F Semler, Chairman, SEMCO, Brazil, 1994 “I have seen an exceptionally empowerment practiced at workplace” Sri Sharadrao Pawar, Ex-CM, present Cabinet Minister, GOI,1997 “Congrats for good work done in people management strategies” Thus, Polyhydron Private Limited -PPL : A Case
  • 8. the work Workers Empowerment : A Study of Polyhydron Private Limited, Belgaum, Karnataka State, India Established in 1981-82 Address: # 80, Machhe Industrial Estate,Machhe, Belgaum- 590014,Karnataka State website: www.polyhydron.com
  • 9. The need for research work HR is crucial and empowerment systems and practices are important components To look at the Renaissance Strategies for Creating High Performance Workforce and workplace Thus, an enquiry into various empowerment systems and practices Theoretical and Conceptual framework E M POWER M E N T em-pow-er-ment (im-pau [-] r-ment) Oxford English Dictionary says, to empower is “to authorize, to enable” Rosabeth Moss Kanter (1977) Professor at Harvard Business School, Ernest L. Arbuckle Professorship “giving power to people who operate at an advantage in the organization success” Bowen and Lawler (1992) Director, the Centre for Effective Organization, University of Southern California, “ Complete Power to make decisions that influence organizational direction and performance”
  • 10. essentially, empowerment • an environment where absolute control is given up, allowing everyone make decisions, set goals, accomplish results and receive rewards • it liberates people from constraints such as checking with the boss before taking actions • decision-making authority and responsibility percolates from managers to the employees at the lowest rung, and to everyone, per se why an enquiry o The syntax of empowerment is simple… give people the freedom and power at workplace, they will surely grow the organization responsibly [Let us look at the concept ] o What are the areas and dimensions of practicing empowerment o What are the limitations one faces, when you empower employees research objectives  to understand factors that contribute to empowerment--the systems, practices, policy and the leadership  understand the impact of empowering employees at workplace
  • 11. participation Total 73 Responded 60
  • 12. areas of enquiry Accountability / Bureaucracy / Culture / Leadership/ Management Style and approach / Structure / liberty / Communication / Decision Making / Discipline/ Ethos / Industrial Democracy / Knowledge Sharing / Ownership Culture / Organizational Health / Power Distribution/ Responsibility Sharing / Transparency / Information sharing / Degree of trust & loyalty……….
  • 13. data collection Pre Pilot Observation Pre Pilot Observation Observed the System Observed the System Questionnair e Administered Questionnair e Administered Case-by- Case discussion Case-by- Case discussion Discussion with CEO Discussion with CEO Pooling all the responses Pooling all the responses The format of Data collection from Employees
  • 14. Observed the system Discussion with CEO System/ Practices interface Case by case discussion Back to CEO Pooling all responses in presence of all The format of Data collection from CEO / MD • An in-formal observation over a period • Discussion with CEO at one-one level • The opinions of CEO and system interfaced All the collected data of CEO through opinions were observed, verified case by case with each employees • The opinions / views of employees were put back to CEO / MD for discussion, and • Open House
  • 15. what we saw at ppl • Estd 1981-82 • Conventional way of Management 1982-1988 • Visit to SEMCO, Sau Paulo, Brazil 1988 • Changed People practices 1988-1996 • Empowered People practices 1996 onwards
  • 16. what we saw at ppl empowerment@work: the making of an empowered workforce Conventional Present Do what is told Do what is required Liberty misused Liberty made use to fullest extent Not my job attitude Its everyone's job Commitment level low High commitment Boundary defined No Boundary Lack of scope for improvement High scope for improvement Various committees / councils Never a designated committee Trust level low Trust is core Supervised work No Supervision Freedom restricted More freedom / liberty Closed behavior Transparent behavior Apply for leave / off Decide on leave / off
  • 17. empowerment@workplace •The HR practices •The Culture •The Leadership, and the •The Traits
  • 18. •Value given to Human beings •Each is accountable / responsible for his actions and can’t blame others •All information is open and shared •Each is boss in himself •Common rooms are shared •Suggestions are given regularly and open •Management is open to ideas and more information sharing •Every one can have own objectives, mission, and goals; •No Security or guard the culture the hr practices Complete Freedom Total Transparency Complete Shared Responsibility Accountability for ones actions Liberty to decide course of actions Involvement / Participation Transparent feedback Delegated authority No hidden Agenda Complete Autonomy Power to take decisions
  • 19. Freedom to do work in one’s own way No Supervision/ Foreman No Bureaucratic and Administrative interference No Red-tapism Sharing Common Platform Trusting each persons actions No restrictions for new inventions One can fail, no punishment Suggestions are part of daily work Accepts critics Open House leadership employee traits Open and Transparent Positive Approach No defined mind set Free from Bias No scapegoat attitude High Commitment Disciplined Trustworthy Enjoys the work Loyal and Truthful Work that extra mile
  • 20. language@workplace My door is open to you Let us all discuss on the idea Your problem / issue is our concern Let us join hands together Kindly teach me the new technique Let us all announce your achievement
  • 21. outcome of such practices • Engagement with Organsiation • Production and products • Profits and Income Generating • Turnover and loyalty • Reputation and Customers • Market Standing • NO IR issues • Employer BRANDING
  • 22. drawbacks • Why power to me • Is it the game plan of management • Its not my job to have power • Its not my job to decide • I am not the right person to have power • My me as leader and decision maker
  • 23. •First ‘No’ RULE •Platform for Empowerment / create conditions for empowerment •Prioritise the area •Attitudinal Surveys •Accountability •Define the Purpose •Open Door Policy and Transparency •Ownership Culture Don’t hold unto data Informal Relations Create Opportunity Desired Future Education the gains Time to empower or not to empower Can’t empower areas Don’t impose empowerment Power of Empowerment Fun at workplace Ideas for practices: lessons to learn
  • 24. academic discussion • OB • HR practices • HRM / SHRM • Leadership • Organizational Change • Restructuring / OD • Sociology of Culture • Change Management advantage corporate • CEO • HR Chief • Chief Peoples Officer • Dean and Directors of MBA • MDP’s
  • 25. Endorsement on the Work David Ang, MSHRI Executive Director, Singapore Human Resources Institute, Singapore A Talk to Senior Practising HR Managers of Singapore The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits of employee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility to inspire renewed commitment, innovation and initiative. (19th Sep, 2003 / Through Personal Letter)
  • 26. questions asked • Each are accountable for their action & can’t blame others • I am made part of organization & take part in Organisation development process • There is red tapesim & more bureaucracy • I can permit visitors, if I feel so, without any ones consent • One is responsible for ones actions • Management is open to ideas & more information sharing • An open line of communication follows in each team • I can openly give feed back of my boss action • Management feed back is always subjective • I am also involved in decision-making process at all level • I know who appraises me, when, how • I can promise the customers on behalf of management
  • 27. thank you sanbag@rediffmail.com / sanbagsanbag@rediffmail.com
  • 28. Harvard Business Review HBR, July-August, 2010, p:57 When workers are made to feel empowered, the whole organization wins Roger L MARTIN, Dean, Rotman School of Management University of Toronto, Canada
  • 29. Polyhydron Mission We will nurture an Ethically Managed Organisation. We will not exploit our Customer, Employees, Suppliers, Government, Society and Nature Polyhydron Vision We will create an island of Excellence through focus on Customer, Employee Empowerment and continuous improvement.
  • 30. PPL
  • 31. mm bagaliPresent Dean, MBA and HR Professor, New Horizon Engineering College, Blore Work History Research Officer, PRC,Dharwad Director, MBA program, KLE Sy - IMSR, Hubli Director, PGDM / MBA program, CIMR, Indore Dean, MBA program, IASMS, Blore, Dean, MBA program, Acharya Institute of Engg, Blore Education • Advanced FDP – Mgt- XLRI • PhD in Social Work (area: PMIR); PhD in Management (area: HR) • 16+ years of HR Teaching

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