AMT AIMA Bagali MM HRD HRM Empowerment [Compatibility Mode]

1. Dr. M M Bagali, PhD (HRD & OB area)
(PhD Management)
Assistant Professor
Management & Human Resources,
KLE Institute of Management Studies & Research,
Research Center Incharge,
Centre for Advanced Studies in HR and OB,
(a center for creating future people work for you)
“Santrupti” H.No.17/2374, 8 cross, Kalyanagar,
Dharwad 580 007, Karnataka State
@
sanbag@rediffmail.com
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2. What Makes Top Performing
Companies Different
If an organization aspires for fundamental changes,
it must change the fundamentals
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3. Demystifying
Empowered Employees :
Renaissance HR Strategies
Accredited Management Teachers - AIMA
11 March 2 0 0 4
12 New Delhi
(part of PhD work in Management)
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4. A Taught
What is this paradigm shift towards
empowerment?
When we talk about empowerment, what do
we mean by it?
How different is empowerment from other
organizational practices?
How do we empower?
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5. Empowerment
Empowerment involves a creative act that frees a
person, a group, an organization and even a total
system to behave in new ways
It
Liberates
Gives up control
Distributes power
Allows freedom
Makes One Accountable and Responsible
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6. As Oxford Dictionary says
to empower is
“to authorize, to enable”.
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7. Rosabeth Moss Kanter
“giving power to people who
operate at an advantage
towards organization success”
Professor at Harvard Business School and a pioneer in Organizational
Empowerment
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8. David Bowen and Edward Lawler
Associate Professor of Management, Arizona State University and Director,
Centre for Effective Organization, University of Southern California,
Empowerment in terms of four organizational
ingredients: Information about the
organizational performance; Rewards based
on organizational performance; Knowledge
that enables employees to understand and
contribute to organizational performance, and
Power to make decisions that influence
organizational performance
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9. Uday Pareek
“a sense of autonomy for oneself
and creating an autonomy for
others”
He feels that, it is liberating one to
perform at the advantage of
corporate and liberating oneself to
work towards organizational endure
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10. Finally
empowerment . . . . . is system / practice /
strategy where one is made free to work the way
one wants. It is to make one liberate (Psychological)
in all organizational practices and help each to
lead the ‘work-life’ one wants. It is the process of
giving employees at every level of the
organization the power, the freedom and the
responsibility to control their own work, to make
decisions and take actions towards organization
objectives
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11. The vital questions on empowerment
Can everyone be empowered in the organization?
Can everyone be empowered at the same time?
Will all employees react similarly to attempts of
empowerment?
Are empowered organization unique?
How much to empower? and
What are the stages in empowerment?
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12. Characteristic of Empowered
Organization
HPWS – High Performance Work Systems
flat and lean organizational hierarchy
autonomous work teams
open interactions
high belief and trust in people’s action
enhancement of leadership at all level
climate of collaboration and web
relationships
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13. Cont
atmosphere of openness
creating strategic vision from the bottom-up
valuing autonomy
high level of job satisfaction systems
each is an independent decision maker
individual employees enjoying full autonomy
a sense of ownership
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14. Cont:
Transparent ethos
No Secrecy and confidentiality
Open lines of communication
Freedom to decide
Uncompromising employee integrity
Self directed workforce
Borderless relationships / No boundaries
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15. Characteristics of Empowered
workforce
♣ The commitment is Unquestioned
♣ Each is proactive problem solver
♣ Complete trust and faith in others action
♣ Genuine liking for people
♣ Transparent behavior
♣ Open lines of communication
♣ Positive thinking and attitudes
♣ Concern for quality and continuous improvement
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16. Cont:
♣Feeling good on what is done
♣Right perception, confident in oneself and
others
♣Accepts outright responsibility
♣Accepts leaders and leadership at all levels
♣Loyalty towards organization
♣Shared commitment
♣Dedicated behavior to the cause of
organization
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17. Characteristics of Empowered
CEO / Leader
Respects all
Result oriented
Sincere
Innovative
Encourages at all times
Motivation oriented
Human Resource oriented
Loyal & truthful
Accepts criticism
Open communicator
Visionary
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18. Benefits of Empowerment
Systems
High motivation of employees
Positive commitment towards organization
Enthusiasm in all organizational activities
Increased sense of ownership
Reduced staff turnover
Increased innovation
Improved individual performance
Better ability to cope with change
Phil Lowe (1996). Empowering Individual’s, UK, Hardridge
Consulting Group Ltd
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19. Conditions for empowerment : Systems
Power to act
Participation at all levels
Way for innovation
Transparency in organizational activities
Shared culture;
Accountability for one’s action
Right kind of leadership
Autonomy to work
Way to release extra energy
Proper recognition and appreciation for the work
done
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20. Cont:
Climate of trust and faith in others action
A learning culture for one to develop
No rigid control systems
A system for joint and shared decision-making
A transparent feedback system
An open information and knowledge sharing
premises
Promotion for open relationships
Proper reward systems
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21. Cont:
Way for open lines of communication
Climate of liberty and openness
Politics free environment
Responsibility sharing
A system of power distribution
Way for self managed teams
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22. Language of Empowerment
(The Chemistry that works)
♣My door is always open for discussion;
♣How to solve your problem
….your problem is our problem;
♣I look for everyone in joining hands with me;
♣You have done a good work,
… let me also learn from you;
♣Let me join you in helping you and discussing
your ideas;
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23. cont:
♣What are the new techniques you have
learnt to share with me;
♣Let me put up your achievements and tell it
to others;
♣I will arrange a programme for sharing your
successful story;
♣Let me make a remark on boss action;
♣Come let me write a strategy for
organization;
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24. cont:
♣Let me also observe the Board meeting;
♣Let me write the mission statement for
organization;
♣ Let me make my observations
on proceedings of annual general meeting;
♣Let me write my dissatisfaction on managements
new policy;
♣ Come, we all will share the achievements;
♣ Come, let me cheer the excellent work done;
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25. Cont:
♣Let me publish for others a complain of
customer
♣Let me arrange for an informal social event
♣Let me form a forum to discuss syndicate
work
♣I will put a weeks performance figures for
all
♣Let me invite the guest from front on behalf
of you all
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26. Barriers for
Empowerment
rEmployees do not accept responsibility
and power
rPaid to work and not to think
rNot handling the given responsibility
properly
rUnderstand the true spirit of the system
rIt is not my job of taking power
rFear of failure
rConfusion for taking actions
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27. Cont:
rWho is doing what
rEGO
rFearing Boss
rDiscipline
rTrust vanish Overnight
rManagement Attitude
rEmperors New Cloths…
(Argyris, Chris “Empowerment: The Emperor’s new Clothes”, Harvard
Business Review, May-June, Pp: 98 -105 )
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28. Participate
Everyone should be allowed to
participate in all the organizational
activities, including decision making
and policy preparation area
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29. Open / Visible
Management / Employees should never
practice CLOSE DOOR discussions and
talks
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30. Freedom
A high degree of personal
Job freedom
and autonomy to act
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31. Transparent
• Follow open lines of communication
• Share all the organizational information
• Be transparent
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32. Human ASSET
•Treat HUMAN as a valued member of the
Organization
•High value to HUMAN be a way of life
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33. Part of Organization
Allow each to sit in meetings of
management
Allow them to watch and to
contribute, and make observations
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34. Flat Relationships
There should be no red tapism
Less (no) Bureaucracy
A free work atmosphere
A place to enjoy working
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35. Free to have one
Allow every one to have their own
•Objectives
•Mission
•Goals
•Strategy
•System
•Approach
2/28/2012 •Own work standards 35

36. Ownership
Make each one turn by turn a day as
owner of the Organization and let
lead
ALL
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37. Trust
•Trust people and tell the reason(s) why
trust is kept
•Do not ever spy or doubt or Suspect the
actions of employees
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38. Recognition
Every recognition should be made known
to all
Celebrate each small a c h i e v e m e n t
s in a great way
C E L E B R A T E IT
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39. Accountable
•Each are accountable for their actions
•Should not blame others
•You can create responsibility in oneself and
others by making each individual or group
or Department accountable
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40. Voice
Allow employees to talk , publish ,
exchange and interact freely in
organization, and also a Day / Time to
talk to others outside
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41. Delight
Don't just PAY for work
Delight the person, they stay
b beyond the work limits
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42. Foster ….. I can do
•Allow / Encourage creative ideas
of your employees to come OUT
•Foster a climate of Innovation
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43. Learning
•The organization should not make one
insecure, create threatening atmosphere.
•Create a climate / culture / ethos to learn
and develop
…. Create a Engaging Experience
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44. EGO
•Work on EGO
•The first success step towards
SUCCESS
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45. Scape GOAT
•If one goes wrong, one should not be
victimised and made
SCAPEGOAT
•Share failure
•Share success t o o o o o o o
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46. Feed back … open house
Allow Professional open lines of critics
and each voice be heard and each
allowed to talk loud on Management
Work Style
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47. Visible Mind
The culture of
HIDDEN AGENDA
should be curbed out
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48. Policy
Don't have unbalanced policies and
practices
Be objective and propagate it
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49. Share … We
•Do not blame
•Ask why it went wrong
•Where We all went wrong
We
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50. Clean Place
Rumors and gossip should be
dismissed and not be encouraged
at any time
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51. Management should be
• Objective in action
• Trust People
• Recognize the work
• Allow trying new things
• Open for ideas
• Information sharing
• Transparent
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52. Cont
• Innovative
• Loyal
• Avoid preaching & practicing mix
• Disciplined
• Accept Criticism
• Visionary
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53. Outcome of EM power MENT
work place
Satisfied Workplace
High Esteem
Committed
High Morale
Motivated
Outright Responsibility
Creative and Innovation
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54. Cont:
Enjoys to work
Becomes engrossed in the work
Trust – faith
Loyalty
Positive feelings towards organization
No Workplace Problems
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Happy FACES back to Work 54

55. A Last word
First ‘No’ RULE
Platform for Empowerment
Workplace Culture
Priority the area
Accountability and Responsible
Define the Purpose
Open Door Policy and Transparent
Ownership Culture
Recognition
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56. Cont:
Passion workplace
Psychological Empowerment
Don’t hold unto data
Desired Future
Power of Empowerment
Define the Gains
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57. Cont:
Education
Time to empower or not to empower
Can’t empower areas
Don’t impose empowerment
Fun at workplace
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58. Go, create history
You cant use an OLD Map to find
the new land
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59. U still need to be
E m power e d
Thanks
for all elite
AIMA Management Experts and
Esteemed Panel Members
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60. Endorsement on the Work
XLRI Editor,
when published in XLRI-Management and Labour Studies
Journal
The article printed below is a truly extraordinary example of
employee empowerment. The methods followed by the
organisation studied would be considered revolutionary
anywhere in the world and even more so in India. Infact, one
sometimes wonders how the whole effort did not end in chaos.
The company has apparently succeeded in developing a work
force and a leadership almost devoid of the foibles of most
other humans.
(Printed on the Article XLRI-Management and Labour
Studies, 26,2,April, 2001, pp.109-119)
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61. 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)
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62. Bagali, M M
Publication in Empowerment Area
• XLRI-Management and Labour Studies, 26,2,April, 2001,pp.109-
119
• ISTD-Ind Jl of Training and Develp,XXXI(4),Oct-Dec,2001,27-40
• Behavioral Scientist, Aug, 2(2), 2002,pp: 113-120
• The Business Review,8(1&2), March 2002,pp: 104-111
• NMIMS Management Review, XIV (1), Jan-June, 2003,pp: 26-42
• SAGE-Jl of Entrepreneurship, 11(1), Jan-June, 2002,pp: 33-54
• Amity Business Review, 4(1), Jan-June 2003,pp: 57-67
• SEDME, 30(2), June 2003, pp: 1-26
• GITAM Jl of Management, 2(1), January-June, 2004,pp: 60-77
sanbag@rediffmail.com
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