More Related Content
What's hot
What's hot (19)
Similar to Delegation
Similar to Delegation (20)
More from brijesh singh
More from brijesh singh (13)
Recently uploaded
Recently uploaded (9)
Delegation
- 2. • DISTINGUISH BETWEEN DELEGATION & EMPOWERMENT • UTILIZE PRINCIPLES OF EFFECTIVE DELEGATION • DEVELOP AND EXECUTE PLANS TO EMPOWER OTHERS LEARNING OBJECTIVES BRIJESH SINGH
- 3. DELEGATION THE PROCESS OF TRANSFERRING THE RESPONSIBILITY FOR A SPECIFIC TASK TO ANOTHER MEMBER AND EMPOWERING THAT INDIVIDUAL TO ACCOMPLISH THE TASK EFFECTIVELY.
- 4. • REFERS TO THE ASSIGNMENT OF A TASK - IT IS WORK FOCUSED • IT IS NOT TURNING OVER WORK THAT THE MANAGER DISLIKES • EMPOWERMENT IS FOCUSED ON THE INDIVIDUAL • INCREASES PRODUCTIVITY AND THE ORGANIZATION’S ABILITY TO ACHIEVE GOALS DELEGATING WORK BRIJESH SINGH
- 5. • MORE INVOLVED,EMPOWERED WORKFORCE • INCREASED PRODUCTIVITY AND QUALITY • REDUCED COSTS • MORE INNOVATION • GREATER COMMITMENT BENEFITS OF DELEGATION BRIJESH SINGH
- 6. • ASSIGNMENT OF DUTIES AND RESPONSIBILITIES: NARROWLY TO BROADLY DEFINED • DELEGATION OF FORMAL AUTHORITY: LIMITED (CENTRALIZATION) TO EXTENSIVE (DECENTRALIZATION) • CONSTRAINTS: EXTENSIVE (IMPLEMENTATION WITHIN NARROWLY DEFINED POLICIES, PROCEDURES AND RULES) TO LIMITED (DISCRETION IN DECISION MAKING AND IMPLEMENTATION) • RESOURCE SUPPORT: RIGIDLY LIMITED TO BROADLY AVAILABLE FORMAL STRUCTURAL DIMENSIONS: CONTROL TO FACILITATING/SUPPORT BRIJESH SINGH
- 7. • SUSTAIN STATUS QUO & AVOID RISK TO PRESS DEVELOPMENT & ACCEPT RISK • DOWNWARD INITIATIVE PROCESS VS. UPWARD INITIATIVE PROCESS • THEORY X VS. THEORY Y AXIOMS BROADLY DEFUSED IN THE ORGANIZATION ORGANIZATIONAL CULTURE: CUSTODIAL VS. ENTREPRENEURIAL BRIJESH SINGH
- 8. • INCREASES MANAGER’S DISCRETIONARY TIME • DEVELOPS SUBORDINATE CAPABILITIES • DEMONSTRATES CONFIDENCE IN DELEGATES • ENHANCES COMMITMENT OF DELEGATES • IMPROVES DECISION MAKING • INCREASES EFFICIENCY ADVANTAGES OF DELEGATION BRIJESH SINGH
- 9. THINGS TO CONSIDER WHEN DELEGATING: QUALIFICATIONS OF SUBORDINATE NECESSITY OF EMPLOYEE COMMITMENT EXPANSION OF EMPLOYEE CAPABILITIES EVIDENCE OF SHARED VALUES AND PERSPECTIVES DELEGATION BRIJESH SINGH
- 10. BARRIERS TO DELEGATION LACK OF CONFIDENCE FEAR VANITY INSECURITY SELF -IMPORTANCE
- 11. DELEGATION STEPS 1. DECIDE WHAT TO DELEGATE 2. DECIDE WHO WILL DO THE TASK 3. ASSIGN RESPONSIBILITY 4. GRANT AUTHORITY 5. ESTABLISH ACCOUNTABILITY
- 12. PRINCIPLES OF EFFECTIVE DELEGATIONDeciding when: •Subordinates have needed information •Commitment is crucial •Common values are shared •Sufficient time is available •Subordinates capabilities will be expanded Deciding to whom: •Involve no one •Consult with other individuals, but decide alone •Consult with a team but decide alone •Let the team decide •Participate as a member of the team Deciding how: •Begin with the end in mind •Delegate completely •Allow for participation •Match authority with responsibility •Work within the structure •Provide support •Focus accountability on results •Delegate consistently •Avoid upward delegation •Clarify consequences Effective outcomes of delegation: •Readily acceptable assignments •High morale and motivation •Organizational coordination and efficiency •Increased problem solving abilities •More discretionary time for managers •Stronger interpersonal relationships •Successful task completion BRIJESH SINGH
- 13. • BEGIN WITH THE END IN MIND • DELEGATE BROADLY • ALLOW PARTICIPATION IN DELEGATION • WORK TOWARD PARITY BETWEEN AUTHORITY AND RESPONSIBILITY • WORK WITHIN THE ORGANIZATIONAL STRUCTURE GUIDELINES FOR EFFECTIVE DELEGATION BRIJESH SINGH
- 14. • PROVIDE ADEQUATE SUPPORT • FOCUS ACCOUNTABILITY ON RESULTS • DELEGATE CONSISTENTLY • AVOID UPWARD DELEGATION • CLARIFY CONSEQUENCES OF TASKS, ESPECIALLY REWARDS GUIDELINES FOR EFFECTIVE DELEGATION (CONT.) BRIJESH SINGH
- 15. WAIT TO BE TOLD WHAT TO DO – LEAST DELEGATION & EMPOWERING ASK WHAT TO DO – DELEGATION & EMPOWERMENT IS CONSTRAINED RECOMMEND THEN TAKE ACTION – MORE DELEGATION & EMPOWERMENT OVER TIME AND CONTENT ACT, THEN REPORT IMMEDIATELY INITIATE ACTION AND REPORT ROUTINELY – HIGHEST LEVEL OF DELEGATION & EMPOWERMENT DELEGATE BROADLY Return BRIJESH SINGH
- 16. • SUBORDINATES ARE GIVEN AN OPPORTUNITY TO NEGOTIATE THE ROLES (DEGREE OF ACCEPTANCE OF DELEGATION) • SUBORDINATES SHOULD FEEL FREE TO EXPRESS IDEAS ABOUT THE PARAMETERS OF THE WORK • MANAGERS SHOULD BE AVAILABLE FOR CONSULTATION DURING THE ASSIGNMENT ON AN EXCEPTIONS BASIS SUPPORT PARTICIPATION IN DELEGATION Return BRIJESH SINGH
- 17. • DELEGATE THE AUTHORITY ALONG WITH THE RESPONSIBILITY • ULTIMATE ACCOUNTABILITY – CANNOT BE DELEGATED BUT CAN BE SHARED WITH THE MANAGER ESTABLISH PARITY BETWEEN AUTHORITY AND RESPONSIBILITY ReturnBRIJESH SINGH
- 18. • DELEGATE THROUGH SUBORDINATES NOT AROUND THEM IN THE CHAIN-OF-COMMAND • ESTABLISH THE NORM OF DELEGATION TO THE LOWEST LEVEL OF THE ORGANIZATION • EVERYONE AFFECTED BY THE DECISION TO DELEGATE SHOULD BE INFORMED. WORK WITHIN THE ORGANIZATIONAL STRUCTURE Return BRIJESH SINGH
- 19. • PROVIDE RELEVANT INFORMATION • PROVIDE NECESSARY RESOURCES TO ACCOMPLISH THE TASK • GIVE CREDIT FOR THE TASK PUBLICLY • WHEN ERRORS ARE MADE, FOCUS ON THE ;PROBLEM, NOT INDIVIDUALS. PROVIDE ADEQUATE SUPPORT Return BRIJESH SINGH
- 20. • SPECIFY THE GOAL NOT PREFERRED METHODS • DO NOT MICROMANAGE • SUPPORT SUBORDINATES IN THE CHOICE OF THEIR OWN METHODS TO ACCOMPLISH RESULTS FOCUS ACCOUNTABILITY ON RESULTS Return BRIJESH SINGH
- 21. • PRIMARY REASON TO ASSIGNING RESPONSIBILITIES & AUTHORITY IS TO EMPOWER EMPLOYEES • ASSIGN BOTH THE PLEASANT AND UNPLEASANT TASKS • DELEGATE CONTINUOUSLY, NOT JUST WHEN OVERWORKED DELEGATE CONSISTENTLY Return BRIJESH SINGH
- 22. • KNOWLEDGEABLE • MOTIVATED • ABLE CHOOSE THE RIGHT PEOPLE BRIJESH SINGH
- 23. • DESCRIBE TASKS/EXPECTED RESULTS • AGREE ON STANDARDS AND TIMETABLES • IDENTIFY TRAINING NEEDS • IDENTIFY RESOURCES • PREPARE A REPORT TIMETABLE • SPECIFY AUTHORITY COMMUNICATE BRIJESH SINGH
- 24. • OCCURS WHEN THE SUBORDINATE ASKS FOR HELP • MANAGER SAYS “LET ME THINK ABOUT IT; I’LL GET BACK TO YOU LATER.” • MANAGER NOW HAS TO FOLLOW UP WITH THE EMPLOYEE • MANAGER SIGNALS UPWARD DELEGATION IS OK AVOID UPWARD DELEGATION ReturnBRIJESH SINGH
- 25. • EMPOWERMENT ENABLES OTHER PEOPLE TO ACT: IT LEAVES THEM FEELING STRONG, CAPABLE, AND COMMITTED • “GET WORK DONE THROUGH OTHER PEOPLE” • BROAD PARTICIPATION AND ACCOUNTABILITY • INVOLVEMENT IN DECISION MAKING • FLEXIBLE RESPONSE EMPOWERMENT—A PSYCHOLOGICAL PERSPECTIVE BRIJESH SINGH
- 26. FIVE CORE DIMENSIONS OF EMPOWERMENT • SELF-EFFICACY • SELF-DETERMINATION • PERSONAL CONSEQUENCES • MEANINGFULNESS • TRUST BRIJESH SINGH
- 27. • SELF EFFICACY: LIMITED TO EXTENSIVE • SELF DETERMINATION: LIMITED TO EXTENSIVE • PERSONAL CONTROL: LIMITED TO EXTENSIVE • MEANINGFULNESS: LIMITED TO EXTENSIVE • TRUST IN MANAGEMENT: LIMITED TO EXTENSIVE • GROWTH ORIENTATION: LIMITED TO EXTENSIVE BUY-IN OF SUPERVISION & OPERATING PERSONNEL: LIMITED TO EXTENSIVE BRIJESH SINGH
- 28. • A SENSE OF PERSONAL COMPETENCE • BELIEF THAT THEY HAVE THE ABILITY TO PERFORM THE TASK • BELIEF THAT THEY ARE CAPABLE OF PUTTING FORTH THE EFFORT • BELIEF THAT NO OUTSIDE OBSTACLES WILL PREVENT THEM FROM ACCOMPLISHING THE TASK SELF-EFFICACY ReturnBRIJESH SINGH
- 29. • A SENSE OF PERSONAL CHOICE • CHOICES ABOUT THE METHODS USED TO ACCOMPLISH A TASK • CHOICES ABOUT THE EFFORT TO BE EXPENDED • CHOICES ABOUT THE PACE OF THE WORK • CHOICES ABOUT THE TIME FRAME SELF-DETERMINATION ReturnBRIJESH SINGH
- 30. • SENSE OF HAVING IMPACT • FEELING OF ACTIVE CONTROL – BRINGS THE ENVIRONMENT INTO ALIGNMENT WITH WISHES • FEELING OF PASSIVE CONTROL – WHISHES ARE BROUGHT INTO ALIGNMENT WITH THE ENVIRONMENT PERSONAL CONSEQUENCES ReturnBRIJESH SINGH
- 31. • SENSE OF VALUE IN THE ACTIVITY • VALUE THE PURPOSE OR GOALS OF THE ACTIVITY • IT ‘COUNTS’ IN THE INDIVIDUAL’S VALUE SYSTEM • CREATES A SENSE OF PURPOSE, PASSION, OR MISSION • THIS IS NOT THE SAME AS PERSONAL BENEFIT MEANINGFULNESS Return BRIJESH SINGH
- 32. • SENSE OF SECURITY • FEELING THAT THEY WILL BE TREATED FAIRLY AND EQUITABLY • ENCOURAGES THE DEVELOPMENT OF RELATIONSHIPS • ALLOWS PEOPLE TO ACT IN A CONFIDENT AND STRAIGHTFORWARD MANNER TRUST Return BRIJESH SINGH
- 33. RELATIONSHIP BETWEEN DIMENSIONS AND PRESCRIPTIONS FOR EMPOWERMENT Self-Efficacy (competence) Self-Determination (choice) Personal Consequence (impact) Trust (security) Meaningfulness (value) Vision and Values Personal Mastery Experiences Model Provide Resources Provide Information Provide Support Emotional Arousal Connect to Outcomes Create Confidence Copyright © 2002, Prentice Hall 33 BRIJESH SINGH
- 34. ◦ VISION & VALUES: DEFUSE TO CLEARLY DEFINED ◦ PERSONAL MASTERY EXPERIENCES: LIMITED TO INCREMENTALLY SCALED (SMALL WINS) ◦ MODELING: LIMITED IDEAL MODELS VS. BROAD MODELING OF DESIRED BEHAVIOR ◦ SUPPORT: LIMITED TO EXTENSIVE (BOTH PSYCHOLOGICALLY & INSTITUTIONALLY) ◦ EMOTIONAL AROUSAL: PASSIVE TO ACTIVE (SYSTEMATICALLY ADDRESSED) ◦ INFORMATION: LIMITED (NEED TO KNOW) TO EXTENSIVE (BROAD ACCESSIBILITY) ◦ RESOURCES: CONSTRAINED AND RIGID TO BROADLY AVAILABLE & FLEXIBLE ◦ CONNECTION TO OUTCOMES: LIMITED FEEDBACK TO BROAD SCALE FEEDBACK ON CONSEQUENCES ◦ CONFIDENCE: LIMITED GENERATION TO BROAD GENERATION LEADERSHIP PROCESSES: PASSIVE TO ACTIVE BRIJESH SINGH
- 35. • ARTICULATE A CLEAR VISION AND GOALS FOR OTHERS • FOSTER PERSONAL MASTERY EXPERIENCES • SUCCESSFULLY MODEL THE BEHAVIORS YOU WANT OTHERS TO ACHIEVE • PROVIDE NEEDED SUPPORT TO OTHER PEOPLE • AROUSE POSITIVE EMOTIONS AMONG OTHERS • PROVIDE INFORMATION NEEDED BY OTHERS TO ACCOMPLISH THEIR WORK BEHAVIORAL GUIDELINES BRIJESH SINGH
- 36. • CLEARLY ARTICULATE THE DESIRED RESULTS • EXPLAIN WHY THE TASK IS IMPORTANT • POINT OUT THE PERSONAL BENEFITS • CONNECTION TO THE ORGANIZATION MISSION BEGIN WITH THE END IN MIND Return BRIJESH SINGH
- 37. ARTICULATE A CLEAR VISION AND GOALS • SPECIFIC • MEASURABLE • ALIGNED • REALISTIC/REACHABLE • TIME-BOUND Return BRIJESH SINGH
- 38. • PROVIDE RESOURCES NEEDED FOR OTHERS TO ACCOMPLISH THEIR WORK • CONNECT OTHERS’ WORK TO OUTCOMES AND EFFECTS • CREATE CONFIDENCE AMONG OTHERS • FOLLOW THE DELEGATION MODEL SUPPORTIVE STEPS BRIJESH SINGH
- 39. CREATE CONFIDENCE • RELIABILITY – CONSISTENT, DEPENDABLE, AND STABLE • FAIRNESS – STANDARDS ARE CLEAR AND ENFORCED CONSISTENTLY • CARING – SHOW CONCERN FOR THE WORKERS • OPENNESS – NO HARMFUL SECRETS EXIST • COMPETENCE ReturnBRIJESH SINGH
- 40. CLARIFY CONSEQUENCES OF TASKS ESPECIALLY REWARDS • SUBORDINATES ARE USUALLY MORE MOTIVATED IF THE CONSEQUENCES AND REWARDS ARE CLEARLY IDENTIFIED. Return BRIJESH SINGH
- 41. DYNAMICS OF EMPOWERMENT Positive or negative Structure (degree of delegation & resource support Development of personnel at each level (ability, experience & education BRIJESH SINGH
- 42. • OVER TIME, THE INTERDEPENDENCE BETWEEN EMPOWERMENT AND ABILITY/EXPERIENCE/EDUCATION MAY SUPPORT A CONTINUOUS EXPANSION OF THE INTERRELATIONSHIP, OR A CONTRACTION. • THESE RELATIONSHIPS MAY MOVE TO AN EQUILIBRIUM OVER TIME (LESS AND LESS INFLUENCE EACH CYCLE), • OR CONTINUOUS EXPANSION OF INFLUENCE • RESULT: IMPLOSION (DETERIORATING PERFORMANCE), OR EXPLOSION (AN EXPONENTIAL IMPROVEMENT OF PERFORMANCE). RELATIONSHIPS: STATIC TO DYNAMIC BRIJESH SINGH
- 43. • THE DEGREE THAT THE DYNAMICS OF EMPOWERMENT CREATES AN INCREASING HIGHER LEVEL PERFORMANCE TURNS ON • STRUCTURE, DEVELOPMENT OF PERSONNEL AND BUY-IN OF PERSONNEL AT ALL LEVELS. • IF THERE IS A LACK OF BUY-IN AT ANY LEVEL, THIS POTENTIALLY BRINGS THE PROCESS TO A HALT. • IF PERFORMANCE DOESN’T IMPROVE OVER TIME, THE EXPERIMENT IN EMPOWERMENT IS LIKELY TO BE ABANDONED. INTERDEPENDENCE OF EMPOWERMENT PROCESS BRIJESH SINGH
- 44. • THE EMPOWERMENT PROCESS REQUIRES A SIMULTANEOUS ADJUSTMENT • BETWEEN HIGHER AND MIDDLE LEVEL MANAGEMENT AND STAFF GROUPS AND LOWER MANAGEMENT & OPERATING GROUPS. • MANAGEMENT & STAFF GROUPS MUST SHIFT FROM A CONTROL- DIRECTING FOCUS TO A SUPPORTIVE- FACILITATING FOCUS. • LOWER LEVEL MANAGEMENT & OPERATING GROUPS MUST MOVE FROM AN IMPLEMENTING WITHIN FORMAL CONSTRAINTS FOCUS TO EXERCISING DECISION DISCRETION • ACCEPT THE ASSOCIATED RESPONSIBILITY FOR SUCCESS OR FAILURE. SIMULTANEOUS ADJUSTMENTS BRIJESH SINGH
- 45. • SIMPLER TO UNDERSTAND AND ACHIEVE THAN A SUSTAINED REENGINEERING AND CONTINUOUS DYNAMIC PROCESS OF EMPOWERMENT. • IN A STATIC APPROACH, THE LEVEL OF EMPOWERMENT IS SHAPED BY MANAGEMENT JUDGMENTS OF THE ABILITY AND EXPERIENCE OF THE LOWER LEVEL PERSONNEL • THE LEVEL OF LOWER LEVEL BUY-IN ON THE PROCESS ONE TIME OR EPISODIC REENGINEERING BRIJESH SINGH
- 46. • THE JUDGMENTS ARE LIKELY TO BE THAT LOWER LEVEL PERSONNEL HAVE NEITHER THE ABILITY, EXPERIENCE NOR ORIENTATION TO ACCEPT BROADER EMPOWERMENT. • INITIAL EFFORTS AT EMPOWERMENT ARE LIKELY TO SUPPORT THIS PERSPECTIVE • A TRANSITION PERIOD IS REQUIRED FOR EMPLOYEES TO TEST OUT THE INTEGRITY OF MANAGEMENT • AND TO EXPLORE HOW THEY ARE TO UTILIZE THE EXPANDED SCOPE FOR DECISIONS. WHERE LOW LEVELS OF EMPOWERMENT EXIST BRIJESH SINGH
- 47. • BOTH THE PROCESS AND END POINTS ARE UNSTRUCTURED. • AS GREATER EMPOWERMENT OCCURS, IS ACCEPTED, AND PERSONNEL DEVELOP TO MEET THE NEW OPPORTUNITIES AND DEMANDS, THIS SUPPORTS FURTHER EMPOWERMENT PROCESSES. • THIS REQUIRES A CONTINUOUS SHIFT IN THE ROLES OF MANAGEMENT AND STAFF GROUPS AS THEY RELAX CONTROLS, AND SHIFT TO A SUPPORTIVE, FACILITATIVE ROLE. • IT REQUIRES ON THE PART OF LOWER LEVEL PERSONNEL • CONTINUOUS GROWTH AND DEVELOPMENT TO DEAL WITH THE EXPANDED OPPORTUNITIES AND DISCRETION • ACCEPTANCE OF RESPONSIBILITIES FOR PERFORMANCE. DYNAMICS OF EMPOWERMENT BRIJESH SINGH
- 48. • MANAGERS THAT RETAIN A THEORY X ASSUMPTIONS ABOUT PERSONNEL, • OR HAVE DIFFICULTY SHIFTING FROM CONTROL TO SUPPORTIVE ROLES • OPERATING PERSONNEL THAT ARE UNABLE TO DEAL WITH THE UNSTRUCTURED ENVIRONMENT OF CONTINUOUS REDEFINITION OF ROLES AND RESPONSIBILITIES INHIBIT THE EMPOWERMENT PROCESS. FRICTIONS IN THE EMPOWERMENT PROCESS BRIJESH SINGH
- 49. • SOME DEGREE OF PERSONNEL TURNOVER IS LIKELY TO BE ASSOCIATED WITH EMPOWERMENT. • THESE WHO CANNOT DEAL WITH THE DEMANDS OF EMPOWERMENT DROP OUT OF THE SYSTEM • EITHER BY QUITTING, TRANSFERRING OR ARE TERMINATED. • NEW EMPLOYEES CAN BE SELECTED WHO ARE A BETTER FIT AND SOCIALIZED IN THE PROCESS. PERSONNEL TURNOVER BRIJESH SINGH
Editor's Notes
- It has been said that the “lack of courage to delegate properly, and of knowledge of how to do it, is one of most general causes of failures in organizations.” Managers must learn how to delegate effectively.
- The old saying is “If you want something done right you should do it yourself,” does not apply in today’s organizations. There simply is not enough time for the manager to do everything themselves. This is a list of the advantages to delegation.
- The first step in delegating a work assignment is deciding what should be delegated and too whom. Prior to delegating a task these items should be considered by the manager.
- This slide brings closure to the delegation topic by giving a pictorial representation of the concepts.
- There are certain guidelines that should be followed when delegating task in the organization. The next two slides provides the list of those guidelines. Follow the hyper-links for explainations.
- There are five varying levels of delegation as it relates to empowerment. They are listed on this slide from the least empowerment possible to the highest level of empowerment. Management must consider the factors before delegating the assignment and then chose the appropriate level of delegation.
- The amount of authority need for the job must be given to the employee so that they can feel there is a sense of self-determination in their work. They must also be held accountable for the work results that they produce.
- It is important that managers delegate before they ever reach the crisis management stage because then the delegation appears to be a way of work for the manager. The manager should also give both pleasant and unpleasant jobs away because this helps employees see the good and the bad of life rather than just one side of the work.
- Oncken and Wass (1974) wrote an article called “The Care and Feeding of Monkeys.” In this article they point out that managers often times unknowingly take assignments from their subordinates. Questions come up and the manager says things like “I’ll think about.” The monkey has jumped from the subordinate to the manager. It is important that the manager remember that they have delegated the prime accountability. They should ask a question like “what do you think we should do?” This leaves the monkey square on the back of the employee and the manager free to use his time for other things.
- This slide defines empowerment. It is important that the students see that this is an investment into the stakeholders of the organization. It involves them and truly is a transference of power.
- These are the five core dimensions of empowerment, follow the links for more information.
- Empowered people have a sense of self-efficacy, which is a personal sense of competence. They feel that they are not only competent but that they can also perform adequately. There is a sense of personal mastery and a belief that they can learn and grow to meet challenges. The last for items are the requirements for self-efficacy to exsist.
- Research has defined this as: “To be self determined means to experience a sense of choice in initiating and regulating one’s own actions.” In empowerment it usually covers the areas listed.
- Small losses of personal control can be harmful physically and emotionally. Examples are depression, stress, anxiety, low morale, loss of productivity, burnout, and increased death rate. It is important for individuals to feel as if they have some control over their outcome.
- Individuals who engage in work that they feel is meaningful are more committed to it and more involved with it. Individuals have higher concentration and are more persistent in pursuing desired goals. They are also more innovative, upwardly influential and personally effective when compared to others with low work meaningfulness.
- “Trusting environments allow individuals to unfold and flourish”. Having a feeling that the behavior of others is consistent and reliable, that information can be held in confidence, and that promises will be kept all are a pert of developing a sense of empowerment in peopole.
- In order to use the theory of empowerment management must remember to delegate meaningful work to the employee. These are some thoughts on how to accomplish that goal.
- Part of inspiring employees to commit to the organization is tied to the communication of SMART goals. This acronym is laid out on the slide above