The document summarizes an upcoming conference on management case development that will discuss empowering workforces. It provides an agenda that will include: [1] discussing why empowerment studies are important; [2] examining how one company uniquely practiced empowerment; and [3] learning lessons from research outcomes. The document also summarizes the objectives and focus of the presenter's PhD work, which studied worker empowerment at Polyhydron Private Limited in Belgaum, India through understanding contributing factors like systems, practices, policies, and leadership.
This document summarizes a PhD thesis presentation on employee empowerment at Polyhydron Private Limited, a company in Belgaum, Karnataka, India.
The presentation covered:
1) How Polyhydron shifted from a conventional management style in 1982-1988 to adopting empowering people practices after visiting SEMCO in Brazil in 1988.
2) The empowering HR practices, culture, leadership, and employee traits now seen at Polyhydron, including complete freedom, transparency, shared responsibility, and accountability.
3) The positive outcomes of empowerment including engagement, innovation, profits, loyalty and reputation. Lessons for empowerment strategies are also discussed.
The thesis was awarded in 2008 from K
The document summarizes the research work on employee empowerment conducted at Polyhydron Private Limited, a manufacturing company in Belgaum, India. The research aimed to understand the impact of innovative workplace practices on empowering employees. It explored the company's empowerment strategies, policies, systems and leadership practices. The research objectives were to understand how these management practices influenced employee behavior and contributed to empowerment.
Empathetic Probes & Cues: A Design Principle, Process, and MethodAlexandria Jarvis
The document describes a method for using empathetic probes and cues to sustain group participation and promote positive group dynamics. A task force would first design probes to understand members' internal and external influences on participation. Empathetic agents would then deliver probes to members and provide guidance through cues. By observing changes in responses and behavior over multiple iterations, the task force could assess the impact of empathetic cues on group participation and dynamics. The goal is to help members overcome obstacles to participation through guidance tailored to their individual needs.
Team responsibility structure_and_team_performanceabi_raji
This document summarizes a study on the relationship between team responsibility structure and team performance. It analyzes data from 36 case studies in organizations that have implemented team-based work. The study distinguishes between "hierarchical teams," where the team leader takes responsibility for decisions, and "shared-responsibility teams," where team members make decisions autonomously. The analysis finds that managers and HR staff perceive shared-responsibility teams as contributing more to performance outcomes than hierarchical teams. Performance is measured in terms of work process factors like productivity, quality, and time metrics, as well as HR factors like involvement, competence, and turnover. The findings provide empirical evidence that distributing responsibilities among team members, rather than concentrating them in a team leader,
The document summarizes the PhD work presentation of M.M. Bagali, a research student at Karnatak University in Dharwad. It begins by introducing Bagali and their research guide Dr. A.H. Chachadi. The presentation then discusses theories of empowerment from various scholars like Kanter, Follett, and Bhabha. It outlines the dimensions, characteristics, and benefits of empowerment systems. The presentation also examines some challenges and conditions for empowerment. It concludes by considering how empowerment could be studied in the Indian context.
Tactical Strength And Conditiong Report 17SemperFidelis
The article discusses the role of the strength and conditioning coach in developing mental toughness in tactical athletes. It defines mental toughness as a collection of values, attitudes, behaviors and emotions that allow an individual to overcome obstacles and maintain concentration and motivation during both successes and challenges. The coach is well-positioned to train mental toughness through strategies like setting goals, using encouraging language, imagery techniques, reflection exercises, and focusing on mastery, enjoyment and a competitive mindset. Developing mental toughness in athletes is critical for success in competition or deployment.
The Total Transformation Management Process (TTMP) is a comprehensive model that integrates six existing change management models into a single process for transforming organizations. [1] It incorporates concepts of working on the entire system and paying attention to the human side of change. [2] The TTMP involves six steps: evaluating need for change, defining the future state, describing the present state, planning and transitioning to the future state, managing the transition process, and using action research to monitor and improve the process. [3] Interventions occur at the individual, group, and organizational levels throughout the process.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
This document summarizes a PhD thesis presentation on employee empowerment at Polyhydron Private Limited, a company in Belgaum, Karnataka, India.
The presentation covered:
1) How Polyhydron shifted from a conventional management style in 1982-1988 to adopting empowering people practices after visiting SEMCO in Brazil in 1988.
2) The empowering HR practices, culture, leadership, and employee traits now seen at Polyhydron, including complete freedom, transparency, shared responsibility, and accountability.
3) The positive outcomes of empowerment including engagement, innovation, profits, loyalty and reputation. Lessons for empowerment strategies are also discussed.
The thesis was awarded in 2008 from K
The document summarizes the research work on employee empowerment conducted at Polyhydron Private Limited, a manufacturing company in Belgaum, India. The research aimed to understand the impact of innovative workplace practices on empowering employees. It explored the company's empowerment strategies, policies, systems and leadership practices. The research objectives were to understand how these management practices influenced employee behavior and contributed to empowerment.
Empathetic Probes & Cues: A Design Principle, Process, and MethodAlexandria Jarvis
The document describes a method for using empathetic probes and cues to sustain group participation and promote positive group dynamics. A task force would first design probes to understand members' internal and external influences on participation. Empathetic agents would then deliver probes to members and provide guidance through cues. By observing changes in responses and behavior over multiple iterations, the task force could assess the impact of empathetic cues on group participation and dynamics. The goal is to help members overcome obstacles to participation through guidance tailored to their individual needs.
Team responsibility structure_and_team_performanceabi_raji
This document summarizes a study on the relationship between team responsibility structure and team performance. It analyzes data from 36 case studies in organizations that have implemented team-based work. The study distinguishes between "hierarchical teams," where the team leader takes responsibility for decisions, and "shared-responsibility teams," where team members make decisions autonomously. The analysis finds that managers and HR staff perceive shared-responsibility teams as contributing more to performance outcomes than hierarchical teams. Performance is measured in terms of work process factors like productivity, quality, and time metrics, as well as HR factors like involvement, competence, and turnover. The findings provide empirical evidence that distributing responsibilities among team members, rather than concentrating them in a team leader,
The document summarizes the PhD work presentation of M.M. Bagali, a research student at Karnatak University in Dharwad. It begins by introducing Bagali and their research guide Dr. A.H. Chachadi. The presentation then discusses theories of empowerment from various scholars like Kanter, Follett, and Bhabha. It outlines the dimensions, characteristics, and benefits of empowerment systems. The presentation also examines some challenges and conditions for empowerment. It concludes by considering how empowerment could be studied in the Indian context.
Tactical Strength And Conditiong Report 17SemperFidelis
The article discusses the role of the strength and conditioning coach in developing mental toughness in tactical athletes. It defines mental toughness as a collection of values, attitudes, behaviors and emotions that allow an individual to overcome obstacles and maintain concentration and motivation during both successes and challenges. The coach is well-positioned to train mental toughness through strategies like setting goals, using encouraging language, imagery techniques, reflection exercises, and focusing on mastery, enjoyment and a competitive mindset. Developing mental toughness in athletes is critical for success in competition or deployment.
The Total Transformation Management Process (TTMP) is a comprehensive model that integrates six existing change management models into a single process for transforming organizations. [1] It incorporates concepts of working on the entire system and paying attention to the human side of change. [2] The TTMP involves six steps: evaluating need for change, defining the future state, describing the present state, planning and transitioning to the future state, managing the transition process, and using action research to monitor and improve the process. [3] Interventions occur at the individual, group, and organizational levels throughout the process.
The document provides an overview of Glowinkowski Solutions and their leadership development and organizational performance services. It discusses their Integrated Framework model which positions organizational climate as the key driver of performance. The framework examines how organizational structure, leadership behaviors, and processes impact climate. Glowinkowski Solutions offers various assessments and workshops to help organizations understand their climate, identify areas for improvement, and develop leadership behaviors to enhance performance. Their services are designed to deliver sustainable behavior change and improve quality of leadership.
Polyhydron Private Limited (PPL) is an Indian manufacturing company that transitioned in 1988 from a conventional management style to an empowering people-centric approach. This resulted in high employee engagement, productivity, profits, loyalty and reputation. PPL practices complete transparency, shared responsibility, autonomy, and trust between leadership and employees. While empowerment increased outcomes, some resistance occurred initially from those uncomfortable with power and responsibility. Overall, PPL's experience demonstrates the benefits of empowering employees at work.
This document discusses a case study of a Swedish top management team that practiced Transcendental Meditation (TM). The team's members showed effective cognitive, affective, and team behaviors for implementing Total Quality Management (TQM) principles, including improved team functioning and successful TQM planning. The study suggests that the psychological maturation promoted by TM practice allowed for a greater range of appropriate TQM behaviors. Thus, the inner development provided by the Transcendental Meditation program has practical value for managers engaged in TQM implementation.
This document presents a mindfulness coaching model consisting of four key modalities: mind, body, cognition, and emotion. These modalities are represented by a square with the mindfulness coaching tools and techniques on a wheel in the center representing positive change or dynamic stability once integrated. The model is based on neuroplasticity and the Schwartz-Rock dynamic stability formula. Mindfulness practices cultivate high attention density and veto power, influencing the formula and facilitating positive change through neural pathway development. The document defines the mind and discusses how mindfulness can be conceptualized within the model's framework.
Lapin yliopisto, Lecture 15th Jan 2013, Part of lecture Organization & Manage...Oliver Krone-Franken
This document provides an overview of a presentation on knowledge and organizations given by Dr. Oliver Krone. The presentation covers definitions of knowledge, organizations, and communication. It discusses knowledge as communal wisdom and its social formation. It also examines management as the activity of administrators and as setting boundaries. The presentation addresses knowledge creation through disciplinary interactions and knowledge sharing. It explores knowledge in organizations and interactions within organizations.
Strategi intervensi pengembangan organisasi Frans Dione
1. The document discusses organizational development (OD) interventions, which are planned actions intended to increase organizational effectiveness.
2. OD interventions are classified based on their objectives and targets, which can include power-oriented, participatory, and delegative approaches targeting issues, levels, and aspects of the organization.
3. Factors influencing change include the situation, targets, levels, and aspects of the organization as well as the change agent's capabilities. Common approaches are structural, technical, and behavioral.
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
Emotional Intelligence and Innovative Work Behaviour: A ReviewDr. Amarjeet Singh
This document reviews the relationship between emotional intelligence and innovative work behavior. It first defines emotional intelligence based on various models, including the ability model, mixed model, and trait model. It then defines innovative work behavior as the intentional introduction of new ideas, products, or processes by employees. The document argues that research has shown emotional intelligence to be a key contributor to innovative work behavior, as emotionally intelligent employees are better able to control their emotions and understand others, fostering collaboration and innovation. It conducts an extensive literature review on these constructs and their relationship to understand how emotional intelligence can enhance innovative work behavior within organizations.
The document summarizes a presentation on change management given by Irene Roele. It discusses several topics related to managing change, including why change initiatives often fail due to poor planning and assumptions of direct control. It also covers types of change, challenges of big data for organizations, and recommended reading on change management and strategic leadership.
The document provides an overview of the critical steps needed to turn around 14 under-performing schools in the Gauteng East District of South Africa. It outlines an 8-step process for planning that includes conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, identifying goal-achieving activities, acquiring necessary resources, monitoring progress, and evaluating effectiveness. It also discusses tools for participatory decision-making and key knowledge, skills, and attitudes needed for school managers, focusing on managing oneself, one's team, and one's job.
The document outlines a turnaround strategy for Reigerpark Schools SRC 4 & 7. It discusses developing an annual plan focused on curriculum, improvement, and accountability. It provides details on conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, and monitoring progress. Critical steps in planning are outlined, including an organogram and school calendar. The presentation emphasizes using data to identify needs and developing a curriculum alignment model to improve learner outcomes.
This document summarizes research on employee fitness programs and their impact on employees and organizations. It discusses three main rationales for implementing such programs: to attract employees, reduce stress, and improve productivity. However, the research supporting these rationales suffers from poor design and methodology, yielding inconclusive results. The document then reviews research on the relationships between exercise and stress response, mental health, and cognitive functioning/performance. While long-term exercise is associated with benefits, results are mixed for short-term exercise and dependent on the specific tasks and populations studied. Overall, more well-designed research is still needed to establish scientifically-based models.
This document summarizes a workshop on coaching for quality teaching and learning. It discusses creating a culture of coaching in schools and defining the coach's role. Key questions from participants include how to convince administrators that coaching is valuable, create supportive climates for coaching, help teachers identify needs, and balance data with relationships. The document also covers analyzing teacher implementation levels, defining student achievement, and the coach's role in facilitating teacher reflection and development.
The document discusses various leadership theories and approaches. It defines leadership as influencing others to work enthusiastically toward achieving objectives. It discusses early trait theories and subsequent behavioral theories that focused on identifying effective leadership behaviors. Several situational leadership models are described, including Fiedler's contingency model, Hersey and Blanchard's situational leadership model, and the path-goal model of leadership. The path-goal model identifies four leadership styles and discusses how leaders should adapt their style based on employee readiness and situational factors.
Principles of adult learning facilitate group problem solving by:
1. Creating an optimum environment where people are open-minded, explore problems, listen to each other, and try to find the best solution.
2. Recognizing key aspects of adult learning like supporting learners' needs and life experiences, tapping into motivations, and ensuring learning is relevant.
3. Drawing on strategies like exploring benefits, building on experiences, providing choices, and relating issues to needs to engage learners in examining problems and finding solutions.
Finding the Causal Relationship between Self-Leadership Strategies, Academic Performance and Class Attendance Attitudes: Comparative Research between Korean and Indian Students, JITAM(2012), Vol.19, No.1
This document provides an overview of organizational change and development. It discusses how change is constant and occurs both internally and externally to organizations. Organizational development aims to help organizations cope with change through planned interventions and ongoing processes. The document outlines models for understanding and planning organizational change, including force field analysis. It also discusses key roles in change processes, such as change sponsors, agents, and targets. Finally, it proposes strategies for implementing change, such as gathering resources and building coalitions of support.
This document provides suggestions for adding value to one's CV by including relevant experiences, qualifications, and accomplishments in different categories depending on whether one's role is a teacher, researcher, or director/administrator. It lists examples within each role such as international travel, courses/projects, awards, publications, memberships, and grants/fellowships that can enrich a CV. The document concludes that while this may not guarantee a job, it can help guarantee a great career.
This document contains information about Dr. M.M. Bagali, a professor of management and human resources at Jain University in Bengaluru, India. It discusses his areas of research related to organizational transformation and developing admired organizations. Some key aspects of organizational transformation discussed include having an excellent workplace, strong people policies, and culture change. The document provides strategies and best practices for organizational transformation, as well as the importance of leadership, vision, communication, and ongoing evaluation in driving successful change.
Polyhydron Private Limited (PPL) is an Indian manufacturing company that transitioned in 1988 from a conventional management style to an empowering people-centric approach. This resulted in high employee engagement, productivity, profits, loyalty and reputation. PPL practices complete transparency, shared responsibility, autonomy, and trust between leadership and employees. While empowerment increased outcomes, some resistance occurred initially from those uncomfortable with power and responsibility. Overall, PPL's experience demonstrates the benefits of empowering employees at work.
This document discusses a case study of a Swedish top management team that practiced Transcendental Meditation (TM). The team's members showed effective cognitive, affective, and team behaviors for implementing Total Quality Management (TQM) principles, including improved team functioning and successful TQM planning. The study suggests that the psychological maturation promoted by TM practice allowed for a greater range of appropriate TQM behaviors. Thus, the inner development provided by the Transcendental Meditation program has practical value for managers engaged in TQM implementation.
This document presents a mindfulness coaching model consisting of four key modalities: mind, body, cognition, and emotion. These modalities are represented by a square with the mindfulness coaching tools and techniques on a wheel in the center representing positive change or dynamic stability once integrated. The model is based on neuroplasticity and the Schwartz-Rock dynamic stability formula. Mindfulness practices cultivate high attention density and veto power, influencing the formula and facilitating positive change through neural pathway development. The document defines the mind and discusses how mindfulness can be conceptualized within the model's framework.
Lapin yliopisto, Lecture 15th Jan 2013, Part of lecture Organization & Manage...Oliver Krone-Franken
This document provides an overview of a presentation on knowledge and organizations given by Dr. Oliver Krone. The presentation covers definitions of knowledge, organizations, and communication. It discusses knowledge as communal wisdom and its social formation. It also examines management as the activity of administrators and as setting boundaries. The presentation addresses knowledge creation through disciplinary interactions and knowledge sharing. It explores knowledge in organizations and interactions within organizations.
Strategi intervensi pengembangan organisasi Frans Dione
1. The document discusses organizational development (OD) interventions, which are planned actions intended to increase organizational effectiveness.
2. OD interventions are classified based on their objectives and targets, which can include power-oriented, participatory, and delegative approaches targeting issues, levels, and aspects of the organization.
3. Factors influencing change include the situation, targets, levels, and aspects of the organization as well as the change agent's capabilities. Common approaches are structural, technical, and behavioral.
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
Emotional Intelligence and Innovative Work Behaviour: A ReviewDr. Amarjeet Singh
This document reviews the relationship between emotional intelligence and innovative work behavior. It first defines emotional intelligence based on various models, including the ability model, mixed model, and trait model. It then defines innovative work behavior as the intentional introduction of new ideas, products, or processes by employees. The document argues that research has shown emotional intelligence to be a key contributor to innovative work behavior, as emotionally intelligent employees are better able to control their emotions and understand others, fostering collaboration and innovation. It conducts an extensive literature review on these constructs and their relationship to understand how emotional intelligence can enhance innovative work behavior within organizations.
The document summarizes a presentation on change management given by Irene Roele. It discusses several topics related to managing change, including why change initiatives often fail due to poor planning and assumptions of direct control. It also covers types of change, challenges of big data for organizations, and recommended reading on change management and strategic leadership.
The document provides an overview of the critical steps needed to turn around 14 under-performing schools in the Gauteng East District of South Africa. It outlines an 8-step process for planning that includes conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, identifying goal-achieving activities, acquiring necessary resources, monitoring progress, and evaluating effectiveness. It also discusses tools for participatory decision-making and key knowledge, skills, and attitudes needed for school managers, focusing on managing oneself, one's team, and one's job.
The document outlines a turnaround strategy for Reigerpark Schools SRC 4 & 7. It discusses developing an annual plan focused on curriculum, improvement, and accountability. It provides details on conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, and monitoring progress. Critical steps in planning are outlined, including an organogram and school calendar. The presentation emphasizes using data to identify needs and developing a curriculum alignment model to improve learner outcomes.
This document summarizes research on employee fitness programs and their impact on employees and organizations. It discusses three main rationales for implementing such programs: to attract employees, reduce stress, and improve productivity. However, the research supporting these rationales suffers from poor design and methodology, yielding inconclusive results. The document then reviews research on the relationships between exercise and stress response, mental health, and cognitive functioning/performance. While long-term exercise is associated with benefits, results are mixed for short-term exercise and dependent on the specific tasks and populations studied. Overall, more well-designed research is still needed to establish scientifically-based models.
This document summarizes a workshop on coaching for quality teaching and learning. It discusses creating a culture of coaching in schools and defining the coach's role. Key questions from participants include how to convince administrators that coaching is valuable, create supportive climates for coaching, help teachers identify needs, and balance data with relationships. The document also covers analyzing teacher implementation levels, defining student achievement, and the coach's role in facilitating teacher reflection and development.
The document discusses various leadership theories and approaches. It defines leadership as influencing others to work enthusiastically toward achieving objectives. It discusses early trait theories and subsequent behavioral theories that focused on identifying effective leadership behaviors. Several situational leadership models are described, including Fiedler's contingency model, Hersey and Blanchard's situational leadership model, and the path-goal model of leadership. The path-goal model identifies four leadership styles and discusses how leaders should adapt their style based on employee readiness and situational factors.
Principles of adult learning facilitate group problem solving by:
1. Creating an optimum environment where people are open-minded, explore problems, listen to each other, and try to find the best solution.
2. Recognizing key aspects of adult learning like supporting learners' needs and life experiences, tapping into motivations, and ensuring learning is relevant.
3. Drawing on strategies like exploring benefits, building on experiences, providing choices, and relating issues to needs to engage learners in examining problems and finding solutions.
Finding the Causal Relationship between Self-Leadership Strategies, Academic Performance and Class Attendance Attitudes: Comparative Research between Korean and Indian Students, JITAM(2012), Vol.19, No.1
This document provides an overview of organizational change and development. It discusses how change is constant and occurs both internally and externally to organizations. Organizational development aims to help organizations cope with change through planned interventions and ongoing processes. The document outlines models for understanding and planning organizational change, including force field analysis. It also discusses key roles in change processes, such as change sponsors, agents, and targets. Finally, it proposes strategies for implementing change, such as gathering resources and building coalitions of support.
This document provides suggestions for adding value to one's CV by including relevant experiences, qualifications, and accomplishments in different categories depending on whether one's role is a teacher, researcher, or director/administrator. It lists examples within each role such as international travel, courses/projects, awards, publications, memberships, and grants/fellowships that can enrich a CV. The document concludes that while this may not guarantee a job, it can help guarantee a great career.
This document contains information about Dr. M.M. Bagali, a professor of management and human resources at Jain University in Bengaluru, India. It discusses his areas of research related to organizational transformation and developing admired organizations. Some key aspects of organizational transformation discussed include having an excellent workplace, strong people policies, and culture change. The document provides strategies and best practices for organizational transformation, as well as the importance of leadership, vision, communication, and ongoing evaluation in driving successful change.
MM Bagali, PhD, HR, HRM, HRD, Research, Management, India, ...... Veitnam fin...dr m m bagali, phd in hr
This document discusses Dr. Muttappa Bagali's work studying occupational accidents, injuries, and comprehensive social support for victims. It provides details on Dr. Bagali's background and positions related to accident prevention and safety studies. The document outlines several studies conducted including assessing psychosocial burden on victims and the need for safe community interventions and social support programs. The findings indicate a strong need for establishing safe communities and a holistic approach to providing safe living and health through social support programs and community rehabilitation efforts led by Safe Community Social Workers.
This document outlines the academic features of an MBA program for the existing 2010-2012 batch and incoming 2011-2013 batch. It provides details on 28 items including pre-placement training, quantitative training, English language training, online coursework, industrial tours, placement assistance, career guidance, skill development workshops, and opportunities for competitions and conferences. The duration and semester of each feature is specified.
MM Bagali, PhD, MBA, HR, HRM, HRD, Research, Management, Award, Thesis in Man...dr m m bagali, phd in hr
This document contains contact information for M M Bagali, including his educational background, work experience, awards, and contact details. It lists that he has a PhD in HR from The Prestige Institute of Management & Research, where he won an award for the best Indian PhD work in Empowerment in 2010. It also provides his professional role as a Professor of Management and Human Resources and Coordinating Research in Management at Jain University in Bengaluru, India along with his address, phone number, fax, email and LinkedIn profile.
The document summarizes the agendas of the CEO-Management Development Program run by Jain University, India. The three main agendas are:
1) Training and competency development of faculty through workshops focusing on teaching pedagogy.
2) Supporting research through funding projects, associate-ships where faculty work on priority themes, and facilitating collaborations.
3) Providing consultancy experience to faculty and training students in consultancy.
Mm Bagali, HRM. HRD, HR, Research, Management, PhD, Global Skills, MBA Educat...dr m m bagali, phd in hr
The document discusses reasons why people don't cooperate better in teams and strategies for improving teamwork. Some key reasons identified for lack of cooperation are not knowing what a team is, unclear roles and responsibilities, lack of communication, and lack of rewards for teamwork. The document then discusses how personality, environment, experience and education can impact team personality. It provides strategies for developing positive team attitudes and behaviors like being respectful, friendly, and recognizing contributions. Finally, it examines attributes of top employers in India that support strong teamwork through practices like transparent organizations, variety of learning opportunities, and performance-driven rewards.
This document summarizes a case study of Polyhydron Private Limited (PPL), an Indian company that transitioned to an empowered workplace model. It discusses how PPL originally used conventional management practices but after visiting another empowered company in 1988, shifted to empowering employees from 1988-1996 and fully implemented empowered practices by 1996. The study examines PPL's empowering HR practices, culture of value for human beings and transparency, and leadership approach with complete freedom and shared responsibility. It finds that empowerment at PPL created a high commitment workforce with no boundaries and high scope for improvement.
This document summarizes an article that examines how empowering leadership in management teams relates to knowledge sharing, team efficacy, and team performance. The study surveyed management teams in 102 U.S. hotel properties. The results showed that empowering leadership was positively related to both knowledge sharing and team efficacy within teams, which in turn were both positively related to higher team performance as measured by a time-lagged market-based source. The study aimed to provide greater understanding of how empowering leadership can improve team processes and states that ultimately enhance team performance.
The relationship between transformational leadership and organizational effec...Niki Koutrou
Transformational leadership influences major changes in attitudes and builds commitment to an organization's mission. It stimulates new perspectives, generates awareness of vision/mission, develops high ability in followers, and motivates people to look beyond self-interest. Characteristics include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Organizational effectiveness is understood through goals, system resources, internal processes, and multiple constituencies approaches. Transformational leaders positively impact employee satisfaction, productivity, and effectiveness by managing change, clarifying purpose, creating vision, empowering followers, and coordinating teamwork, resulting in strong organizational culture and indirect relationship with effectiveness. Leaders should develop strong culture through human resource investment and "transforming" people
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Transformative leadership and empowermentcaxtonk2008
TRANSFORMATIVE LEADERSHIP AND EMPOWERMENT
Transformational leaders are those who inspire followers to achieve extraordinary outcomes and in the process develop their own leadership capacity. They help followers to grow and eventually develop into leaders by responding to their individual needs. This is also done by aligning the objectives and goals of the individual followers with those of the group, the leader and the larger organization. This is as opposed to transactional leaders who lead through contingent exchange. The leaders are empowering.
Empowering leadership means providing autonomy to ones followers. The followers are as much as possible allowed and encouraged to enable, direct and control themselves in carrying out their responsibilities, aligning their goals to those of their leaders and organization. It is a product of individualized consideration but it also involves elements of intellectual stimulation. Empowerment of followers by a leader also involves delegating important tasks and responsibilities to them.
This form of leadership differs from Laissez faire leadership. This is where by the leader abdicates any responsibility for his/her follower’s performance and absents himself or herself from the scenario both mentally and physically.
This document discusses spiritual leadership in the workplace. It begins by defining spiritual leadership as focusing on connectedness, harmony, living according to one's values, service, and promoting well-being. The document then examines the link between spiritual leadership and productivity, arguing that spiritual leadership can increase revenue through improved marketing, sales, service and innovation, while also reducing costs. It concludes that spiritual leadership helps shape organizations into generators of spiritual capital by focusing on purpose, meaningful work and decent profits over short-term gains.
Every organization strives for lasting success which is highly dependent on the quality
of its workforce. Workforce commitment is been considered as a major factor in
determining the organizational performance and effectiveness. Among various
determinants, leadership style of leader has been established as one of the most
determinant of employees’ organizational commitment. It is therefore concluded that
leadership styles (transformational and transactional) influence the development of
employees’ organizational commitment in the organizational settings. So,
organizations that are willing to have high employees’ organizational commitment
should provide training that encourage leaders to exhibit behaviors like building trust,
inspiring shared vision, encouraging creativity, emphasizing development and
recognizing accomplishments.
Organizational development is defined by several experts as a planned, organization-wide effort led by top management to increase organizational effectiveness through interventions that apply behavioral science knowledge. Companies that enjoy enduring success maintain fixed core values and purpose while constantly adapting their business strategies to a changing world. Organizational development aims to improve an organization's vision, empowerment, learning, problem-solving and culture through collaborative management and the use of consultants, with an emphasis on developing intact work teams.
Polyhydron Private Limited implemented empowering workplace practices in 1996 after observing similar practices at SEMCO in Brazil in 1988. The key aspects of PPL's empowering culture included giving complete freedom and transparency to employees, sharing responsibility and accountability, and delegating authority. Employees were given liberty to make decisions, set their own objectives and goals, and were involved in regular information sharing and feedback. This empowered employees and helped build high commitment, improved scope for improvement, and fostered trust as the core value at PPL.
An Indian company called Polyhydron Private Limited (PPL) practiced extensive employee empowerment beginning in the late 1980s. This led to high employee engagement, strong business results including increased profits and reduced turnover, and a positive reputation. The study of PPL's empowerment practices provided valuable lessons for effectively empowering employees through practices like transparency, shared responsibility, autonomy, and trust between management and employees.
This document discusses organizational management and provides an overview of key concepts. It begins with a list of topics to be covered in the program, including organizational functions, decision making, healthcare systems, human resource management, and financing. It then asks why organizational management needs to be studied and lists reasons such as motivating people, operating technical systems, renewing the organization, and planning for the future. The rest of the document delves into definitions and principles of organizations, management functions and roles, organizational culture and environment, and approaches to management in different situations.
Organizational development involves improving organizational performance through organization-wide changes. There are different types of organizational structures such as traditional vs non-traditional, functional vs divisional, and centralized vs decentralized structures. Traditional structures have formally defined roles and resistance to change while non-traditional structures are flexible, adaptable, and have fewer employees. When organizations change, employees typically go through stages of denial, defense, discarding old ways, adaptation to new systems, and ultimately internalization of changes. Organizational culture comprises shared values and beliefs that establish workplace norms. Techniques for organizational change include management by objectives, survey feedback, and team building.
Power in the workplace; alternative to the iron fist 15 30 min presentation.Dr. Terry Oroszi
A 15-30 Minutes (speed and elaboration defined) PPT on the use of power in organizations identifying motivation, leadership and org theories/theorists. Use of images and "quote" in place of bullet points make it a more engaging and dramatic talk. The "quote" will remind the speaker of the content for the page.
The content is in the notes section.
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This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
This document discusses various theories of organizational leadership. It defines leadership as influencing others to achieve shared objectives. It distinguishes leadership from management, noting that leaders inspire followers towards a vision while managers focus on tasks. The document then summarizes several leadership theories: trait theories focus on leaders' qualities; behavioral theories examine consideration and initiating structure; and contingency theories emphasize that leadership style depends on follower readiness and the situation. It provides examples of various behavioral and contingency theories and their predictions on effective leadership approaches.
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1) The document discusses employee empowerment practices at an Indian engineering company called Polyhydron Private Limited.
2) The study found that by empowering employees and giving them autonomy, accountability, and involvement in decision making, the company achieved high motivation, commitment, and performance from its workforce.
3) Key aspects of the company's empowering culture included sharing responsibility and power, transparent communication, independent decision making, and treating employees like owners.
4) As a result of these empowerment practices, the company boasted a highly motivated and committed workforce with low turnover that handled responsibilities professionally.
The document describes an Industry-Institute Interaction program between May 2020 and November 2020. It states that 80 top corporate executives with over 100 quality man-hours of interaction time and 1,234 cumulative years of experience addressed over 6,000 students and faculty. Experts from countries like the US, UK, Canada, Dubai, Malaysia, Singapore, and India participated. The document also includes numerous web links to recordings and materials from presentations given during the program.
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This document provides a summary of an individual's professional experience and qualifications. It includes 23+ years of experience in teaching HR, HRM, and related fields at various business schools. He has guided 15 PhD students to completion and 11 M.Phil students. He has over 150 research papers published and has received several awards and honors for his work in academia and research.
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This document lists 33 research publications by Dr. MM Bagali from 2010 onwards after receiving his PhD. The publications include journal articles published in various international journals on topics related to human resource management, organizational behavior, and management. Many of the publications focus on empirical research studies conducted in organizations in India, particularly related to issues like workplace stress, work-life balance, diversity, and training and development. The listings provide details on the title, journal name, year of publication, and links to access the full publications.
1. Dr. M M Bagali has two PhDs, one in Management from a 5-star NAAC university in India and one in Social Work-HR from another 5-star NAAC university in India.
2. Dr. Bagali has published over 90 research papers, with two winning awards as the best research paper and best case study.
3. Several endorsements praise Dr. Bagali's work on employee empowerment and its benefits for inspiring commitment, innovation, and initiative.
MM Bagali ....IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... MM Bagali ....IPL ..... miss you this time; come soon .....
MM Bagali / PhD in Management Science / PhD / Research / Management ..........dr m m bagali, phd in hr
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar was guided by MM Bagali and had an external expert, Mukta Kulkarni from IIMB. The document provides brief details about a recent PhD defense including the scholar, date, location, and those involved in the process.
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar's name was Kiran M and their guide was MM Bagali. An external expert, Mukta Kulkarni from IIMB, was also present for the defense.
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2. The Making of an Empowered Workforce:
Demystifying a Case of Practising Indian
Organization
[A Study of Polyhydron Private Limited, Belgaum]
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
(A Five Star NACC Accredited)
Research Student, Management Studies
Kousali Institute of Management Studies (KIMS), Karnatak University, Dharwad, Karnataka State
3. agenda
• Why such study in empowerment area
• How and what this company uniquely practiced
• Lessons to learn from Research outcomes
4. HR is an asset
“you can get the workplace systems, style of
management, and organize capital and erect
building, but it takes people to build a business,
and several strategy to develop people”
Thomas J WATSON
Founder of IBM
5. Agenda 01
basis for the present work
HR is essential requirement for progress and development of the country
The front line employees are the KEY cutting edge
The organisations have to be totally people centric
A Paradigm shift focusing ‘HR’ is needed
Infact, empowering employee would be crucial in evolving appropriate
strategies, as HR is the single most valuable resources that can make a
quantum difference
6. therefore , the need
To look at the Renaissance Strategies for Creating High Performance
Workforce
The syntax of empowerment is simple… give people the freedom and
power at workplace, they will surely grow the organisation
Thus, an enquiry into various empowerment strategies and practices
7. the vital questions before us
What do we mean by empowerment?
How different is empowerment from other organizational practices?
How do we empower?
Can everyone be empowered in the organization?
What's the Role of leadership in empowerment exercise, and
What empowerment does to everyone…. Individual; Organisational; and the
Leaders
8. the studies
• Pati,1997 • Barnes and Kaftans,
• Sengupta and 1970, 1985
Shaikh,1997 • Myron Eichen,1989
• Venkatachalam, • Marjorie Reynolds,
1998 1991
• Dwivedi,1998 • Michael Quarrey,
• Mohapatra,1998 1992
• Tripathy,1999 • Cyndy Payne,1993
• Bo Burlingham, 1999
9. Reference Brief Description Major Theme/Summary
Menon(1999,in press) Psychological approach The empowered state is a
psychological state characterized by
perceived control. Perceived control,
perceived competence goals.
Liden&Arad(1996) Power perspective Empowerment research should be
subsumed under the rubric of power
Spreitzer(1995) Psychological motivational Empowerment is increased intrinsic
approach motivation manifested in four
cognitions: competence, self –
determination and impact.
Eylon(1994) Process approach Empowerment is an enhancing and
energizing context specific process
that expands feelings of trust and
control
Conger(1989) Leadership approach Empowering subordinates is a major
component of leadership
Yukl(1989) Transformational Leadership The effect of the transformational
approach influence is to empower subordinates
to participate in the process of
transforming the organization
House (1988) Focus on perceived control Empowered employees are those
who feel confident and in control of
their environments.
Block (1986) Focus on employee To feel empowered is to
involvement a) feel responsible for one’s actions
b) to have a sense of purpose in
achieving something worthwhile,
and c) to commit to achieving that
purpose
Burke (1986) Leadership approach Leaders empower subordinates by
providing clarity of direction which
encompasses a higher purpose or
worthy cause
Bennis & Nanus(1985) Leadership approach Leaders energies (hence empower)
through psychological identification.
The critical dimensions of
85 research work
empowerment are significance,
competence, community and
enjoyment /fun
10. 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
11. 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”
12. essentially, empowerment …
• it liberates people from constraints such as checking with
the boss before taking actions
• absolute control is given up, allowing everyone make
decisions, and can set goals
• decision-making authority and responsibility percolates
from managers to the employees at the lowest rung
• people are given total freedom to do their job, and are
trusted, made accountable and responsible
13. characteristics of conditions for empowerment
empowered organization
Power to act
shared responsibility Participation at all levels
individual accountability Way for innovation
flat organizational hierarchy Transparency in organizational
activities
autonomous work teams Accountability for one’s action
high belief and trust Right kind of leadership
leadership at all levels Autonomy to work
Way to release extra energy
climate of collaboration
Proper recognition and
atmosphere of openness appreciation
freedom from all Climate of trust and faith
A learning culture
14. the phd work
Workers Empowerment : A Case Study of
Polyhydron Private Limited, Belgaum,
Karnataka State, India
Established in 1981-82
Address:80, Machhe Industrial Estate,Machhe, Belgaum- 590014. Karnataka State
www.polyhydron.com
15. research objectives
to understand factors that contribute to empowerment--the systems, practices, policy and
the leadership
to understand management practices impacting on employee behavior, thus empowering
employees
made to understand all factors that contributed to empowerment--the systems,
practices, policy and leadership
an effort was also made to see how these management practices impacted upon
employee behavior
Supporting Objectives :
Do we really need empowered people? Is empowerment something that can be done to
some one, or is it something a person must choose? What role does the person in
the top have to play in this exercise? With all these objectives, the genesis of
empowerment is probed at a macro level.
17. 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……….
total of 75 areas
18. data collection
The format of Data collection from Employees
Pre Pilot
Pre Pilot
Observation
Observation
Observed the Pooling all the
System responses
Questionnair Discussion
e with CEO
Administered
Case-by-
Case
discussion
19. The format of Data collection from CEO / MD
Observed the Pooling all
system responses in
presence of
all
Discussion Back to
with CEO CEO
System/ Case by case • An in-formal observation over a period
Practices discussion
interface
• 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
20. Agenda 02
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
22. changed workplace
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
23. the culture
•Value given to Human beings
•Each is accountable / responsible for his
actions and can’t blame others
the hr practices •All information is open and shared
Complete Freedom
Total Transparency •Each is boss in himself
Complete Shared Responsibility
Accountability for ones actions •Common rooms are shared
Liberty to decide course of
actions •Suggestions are given regularly and open
Involvement / Participation
•Management is open to ideas and more
Transparent feedback information sharing
Delegated authority
No hidden Agenda •Every one can have own objectives, mission,
Complete Autonomy and goals;
Power to take decisions
•No Security or guard
24. employee traits
Open and Transparent
Positive Approach
No defined mind set
Free from Bias
leadership No scapegoat attitude
Freedom to do work in one’s own way High Commitment
No Supervision/ Foreman Disciplined
No Bureaucratic and Administrative interference Trustworthy
No Red-tapism Enjoys the work
Sharing Common Platform Loyal and Truthful
Trusting each persons actions Work that extra mile
No restrictions for new inventions
One can fail, no punishment
Suggestions are part of daily work
Accepts critics
Open House
25. ceo’s reactions
• you have done a mistake and let us all look at it;
• my door is always open for discussions;
• let us all discuss on your idea;
• how to solve your problem…. your problem is our problem;
• any ideas from your side to contribute;
• I look for everyone in joining hands with me;
• you have done a good work, let us all learn lessons from you;
• please teach me the new techniques that you have learnt;
• let me announce your achievements to others;
• You will arrange a programme for sharing your successful story.
26. 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
27. outcome of such practices
• Engagement with Organsiation
• Product Innovation
• Profits and Income Scaled
• Turnover and loyalty
• Reputation and Customers
• Market Standing
• NO IR issues
• Employer BRANDING
28. 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
29. 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”
30. Agenda 03
Ideas for practices: lessons to learn
•Platform for Empowerment / Don’t hold unto data
create conditions for Informal Relations
empowerment Create Opportunity
•Prioritise the area Desired Future
•Attitudinal Surveys Education the gains
•Accountability Time to empower or not to
•Define the Purpose empower
•Open Door Policy and Can’t empower areas
Transparency Don’t impose empowerment
•Ownership Culture Power of Empowerment
Fun at workplace
31. academic discussion
• OB advantage corporate
• HR practices
• HRM / SHRM • CEO
• Leadership • HR Chief
• Organizational Change • Chief Peoples Officer
• Restructuring / OD • Dean and Directors of
• Sociology of Culture MBA
• Change Management • MDP’s
33. future research
Compare empowerment with less / no empowerment organisation
Compare empowerment strategies amongst male and female
Compare with Public X Private sector company
Compare with Small x Medium X Large
Retired / leftover employees survey or opinion can also be had
35. About PhD
• At MBA dept, Karnatak University, Dharwad,
Karnataka State / 5 Star NACC graded
• Dr. A H Chachadi, Professor, Guide
• Evaluated by XLRI and IIM-K Professors
• Between 2000-2008 work undertaken
• 299 pages total
• 311 references
• Awarded on 16th March, 2008
36. 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)
Executive Director,
Indian Journal of Training and Development, ISTD, India
The article published in the area of Empowerment in ISTD has been adjudged as
the Best Paper published during the year-2001. Kindly accept our Heartiest
Congratulations.
(22July, 2002 / Through Personal Letter)
37. Yoon, Jeong,
Professor of ob and hr,
AJOU university, South Korea
Yoon, Jeong (2001).“The role of structure and motivation for
workplace empowerment: The case of Korean employees”,
Social Psychology Quarterly, 64 (2); pp. 195 – 206
38. Presentation to Senior HR Managers,
of SHRI on Empowerment, part of present work
2003, September
39. 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.
41. 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
43. Teaching Notes
Goals of the Case:
• The goal of the present case discussion is to drive in
understanding the importance of Employee Empowerment.
• Further, how can such practices be undertaken and what
should be the methodology.
• Finally, to prepare the HR Manager / Executive to look at
empowerment as the big step for People Management, per
se.
44. Pedagogical Objectives of the Case
1. To understand the importance of people management
2. How can HR be innovatively developed, managed and
nurtured
3. Crystallizing the reasons as to “Why top companies” are
different
4. To explore and analyze conditions that makes workplace
empowered
5. The role of HR / CEO in changing the workplace towards
empowerment
45. Questions to prepare for in-class discussion
• What is your definition of Empowerment?
• What are the traits that need to be developed in employees?
• How to create an Empowerment culture and strategies in
Organisation (the steps involved)?
• The area (scope) of Empowerment practices (the boundaries
to be defined)
• What is the out-come of Empowerment (How to measure the
after-math of such practices)?
46. Questions to advance discussion during the sessions:
• What should be the degree of freedom in an empowered
organisation?
• What are the characteristics of an empowered person?
• Do we really want empowered people?
• How do people develop a sense of empowerment?
• What organizational characteristics facilitate employee
empowerment?
47. Suggested Sequence and Time Frame for the case
discussion
• Few sessions on the concept along with the best HR practices
• Open class discussion
• Divided into 3-4 students team
• Theory part on empowerment
• Differentiating strategies between the various human
resource strategies adopted in empowering employees
• Case may take full length of 4-5 sessions
• Handouts and ppt / along with blackboard management
• At end, conclude with possible difficulties/ drawback/and any
other issues
48. Assignment and Pre-preparations:
Home Assignment and small level projects in
the area of HR practices, leadership, and
culture change
Quiz
Reading Material and Source of Collecting
Case Material / Bibliography to use