The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Power and Empowerment".
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
The document discusses empowering leadership and empowered followers. It states that controlling leaders tend to limit employees' potential by categorizing them and establishing a bureaucratic hierarchy, while transformative leaders build confidence and release unlimited potential by helping individuals realize their abilities and contributions. Empowering leaders influence through context, create an atmosphere of inclusion, give power without taking it back, support empowerment, communicate clearly, and equip people for success. Empowered followers practice open communication, work well in teams, listen to wisdom, tolerate ambiguity, encourage themselves, and accept responsibility. An empowering organizational structure is decentralized, shares information widely, uses contingent rewards, accomplishes work through teams, and is strategically aligned.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
Empowering employees by giving them responsibility and autonomy leads to higher job satisfaction, motivation, and performance. However, empowerment requires overcoming barriers like bureaucracy, risk aversion, and lack of trust. Leaders can empower employees by supporting their development, delegating meaningful tasks, sharing knowledge, and allowing autonomy within clear boundaries and accountability. Potential hazards include a lack of structure or alignment with organizational goals. Successful empowerment requires a shared vision, open communication, aligned individual goals, and mutual support.
This document discusses the concept of employee empowerment. It defines empowerment as sharing power with employees by enabling them to set work goals, make decisions, and solve problems. The document outlines the need for empowerment due to powerlessness and low self-efficacy. It also describes five approaches to empowerment including helping employees achieve job mastery and allowing more control. Characteristics of empowered employees include trust, mutual respect, and involvement in decision making. The significance and benefits of empowerment are improved productivity, creativity, and organizational learning.
The document discusses empowerment and participation in organizations. Empowerment provides autonomy and control to employees through sharing information and job factors. It helps remove powerlessness while enhancing self-efficacy. There are five approaches to empowerment: helping employees achieve mastery, allowing more control, providing role models, using social reinforcement, and giving emotional support. Participation involves mental and emotional involvement to encourage contributing to goals and sharing responsibility. It improves motivation by helping employees understand goals. Prerequisites for effective participation include adequate time, benefits outweighing costs, relevance, abilities, and communication without threats. Benefits of participation include improved motivation and organizational effectiveness.
The document discusses empowerment in organizations and provides keys to making empowerment work. It advocates for sharing information with employees, creating autonomy through setting boundaries, and replacing hierarchies with self-directed teams. The three keys to empowerment are sharing information, creating autonomy through clarifying goals and roles, and replacing the old hierarchy with empowered and skilled teams that are accountable for results. Empowerment is a process that requires persistence and leadership to share information and responsibilities.
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
The document discusses empowering leadership and empowered followers. It states that controlling leaders tend to limit employees' potential by categorizing them and establishing a bureaucratic hierarchy, while transformative leaders build confidence and release unlimited potential by helping individuals realize their abilities and contributions. Empowering leaders influence through context, create an atmosphere of inclusion, give power without taking it back, support empowerment, communicate clearly, and equip people for success. Empowered followers practice open communication, work well in teams, listen to wisdom, tolerate ambiguity, encourage themselves, and accept responsibility. An empowering organizational structure is decentralized, shares information widely, uses contingent rewards, accomplishes work through teams, and is strategically aligned.
To explore the foundations of personal transformation and change and how the 7 aspects of self can either enable or disempower us in our quest to change our behaviour to achieve the work and life results we desire
• Can you change someone?
• Why sustainable change is so hard
• What are the barriers and motivators for change
• The 7 aspects of self that impact our ability to change
• The personal transformation cycle
• The personal transformation pyramid
• Coaching tools for change
• Guidelines for sustainable change
Empowering employees by giving them responsibility and autonomy leads to higher job satisfaction, motivation, and performance. However, empowerment requires overcoming barriers like bureaucracy, risk aversion, and lack of trust. Leaders can empower employees by supporting their development, delegating meaningful tasks, sharing knowledge, and allowing autonomy within clear boundaries and accountability. Potential hazards include a lack of structure or alignment with organizational goals. Successful empowerment requires a shared vision, open communication, aligned individual goals, and mutual support.
This document discusses the concept of employee empowerment. It defines empowerment as sharing power with employees by enabling them to set work goals, make decisions, and solve problems. The document outlines the need for empowerment due to powerlessness and low self-efficacy. It also describes five approaches to empowerment including helping employees achieve job mastery and allowing more control. Characteristics of empowered employees include trust, mutual respect, and involvement in decision making. The significance and benefits of empowerment are improved productivity, creativity, and organizational learning.
The document discusses empowerment and participation in organizations. Empowerment provides autonomy and control to employees through sharing information and job factors. It helps remove powerlessness while enhancing self-efficacy. There are five approaches to empowerment: helping employees achieve mastery, allowing more control, providing role models, using social reinforcement, and giving emotional support. Participation involves mental and emotional involvement to encourage contributing to goals and sharing responsibility. It improves motivation by helping employees understand goals. Prerequisites for effective participation include adequate time, benefits outweighing costs, relevance, abilities, and communication without threats. Benefits of participation include improved motivation and organizational effectiveness.
The document discusses empowerment in organizations and provides keys to making empowerment work. It advocates for sharing information with employees, creating autonomy through setting boundaries, and replacing hierarchies with self-directed teams. The three keys to empowerment are sharing information, creating autonomy through clarifying goals and roles, and replacing the old hierarchy with empowered and skilled teams that are accountable for results. Empowerment is a process that requires persistence and leadership to share information and responsibilities.
1. The document discusses why delegation and empowerment are important skills for modern management. Command-and-tell styles are too slow and authoritarian for today's business environment.
2. Delegating and empowering staff gives companies a competitive advantage by improving customer attention. Employees want independence, learning opportunities, and to use their existing managerial skills at work.
3. Well-led teams are more productive than individuals. New approaches focus on empowering teams rather than one-to-one management styles.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
This document defines teamwork and team building, describing the types and stages of team building. It also defines employee empowerment, outlining the meaning, steps, and process. Regarding team building, it discusses the five stages of forming, storming, norming, performing, and adjourning. For employee empowerment, it provides the benefits such as increased satisfaction, customer service, retention, and motivation. The document also notes potential barriers to empowerment like managers not fully understanding or establishing proper boundaries.
The document discusses the concept of power and its sources in organizations. It identifies several types of power including reward, coercive, legitimate, and expert power. Expert power is considered most effective as it transfers skills and knowledge, leading employees to internalize what they learn from expert managers. Successful power users have a high need for social power rather than personal power and demonstrate characteristics like belief in authority and altruism. The document also discusses empowerment and guidelines for sharing power with employees in a way that increases their sense of competence and self-determination.
This document discusses team building in organizations. It defines team building as an ongoing process that helps a work group evolve into a cohesive unit where members share expectations, trust and support each other, and respect individual differences. The document outlines guiding principles of team building such as good communication, increased productivity, motivation to achieve goals, and higher levels of trust and job satisfaction. It then describes steps to build an effective team, which include establishing leadership, considering employees' ideas, acting as a harmonizing influence, encouraging trust and cooperation, and facilitating communication. Symptoms that signal a need for team building are also listed, such as decreased productivity and conflicts among staff members.
This document summarizes key concepts around power and political behavior from Chapter 11. It defines power as the ability to influence others through influence or authority. It discusses forms of power like control over resources or information. It also outlines tactics for using power ethically and effectively, as well as conditions that encourage political behavior in organizations. Managing political behavior involves open communication, clear expectations, and an empowering organizational climate.
Workers' participation involves sharing decision-making power with employees in an appropriate manner to promote harmony between workers and management. It can take various forms from merely sharing information to involving workers in all strategic, policy, and operational issues. The major objectives of participation are to improve quality of work life by allowing greater influence for workers and to achieve industrial peace, efficiency, and productivity. Empowerment requires consistent support from top management and giving employees knowledge, skills, challenging work, and an opportunity to succeed in order to lead to organizational success.
This document discusses effective communication and teamwork in organizations. It describes how empowering employees through information sharing, decision making authority, and stock ownership plans can improve performance. It also discusses the five types of workplace teams, characteristics of effective teams like size and diversity, and the stages of team development. Finally, it covers the importance of communication, both formal and informal communication styles, and managing external communication during times of crisis.
This report in Human Behavior and Organization (HBO) focuses on how the Empowerment and Participation contribute to the development of a company or an institution.
This document provides an overview of organizational power and politics. It begins with definitions of power as the ability to influence others and overcome resistance. There are two main types of power - position power derived from one's formal role, and personal power derived from individual attributes. Specific position powers include reward, coercive, legitimate, and informational power. Personal powers include expert, referent, and persuasive power.
The document then discusses politics, defining it as intentional acts to enhance self-interest. While politics can be viewed negatively, it also enables needed change. Strategies for gaining and exercising political power include controlling uncertainty, building alliances, and relying on objective information. Organizational politics can have positive effects like overcoming issues
I owe you one
This creates a sense of OBLIGATION to return the favor
Reciprocity is a powerful motivator in organizational politics
COALITIONS
Joining forces with others
To increase power and influence
Coalitions provide...
- Strength in numbers
- Shared resources
- Mutual support
- Protection from attack
Coalitions are temporary and strategic
They form and dissolve based on changing needs and goals
Coalitions are common in organizational politics
They help managers accomplish goals that otherwise may not be possible alone
NEGOTIATION
Definition:
A process where two or more parties discuss
Power refers to one's ability to control their environment and influence others. Leaders gain power through their position within an organization as well as personal characteristics like expertise. There are various sources and types of power, including position power from one's formal role, as well as personal power stemming from expertise, charisma, and reputation. Political tactics aimed at gaining and maintaining power include developing connections, controlling information, and gaining outside validation. Building relationships and avoiding missteps are also important for navigating organizational politics. Leaders must balance using power appropriately while also curbing excessive political behavior that could hurt productivity or morale.
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
This document discusses organizational design and delegation of authority. It covers several key topics:
1) The meaning of organizational design including building blocks like authority, responsibility, and accountability. Design must improve effectiveness and adaptability.
2) Different levels of design such as positions, work groups, and total organizations. Design must clarify roles, relationships, and goals.
3) Common design models for health organizations including functional, divisional, matrix, and product line designs. The appropriate design depends on factors like goals and environmental changes.
4) Influences on future designs like new technologies, competition, and human resource issues. Designs will focus more on quality, collaboration, and adapting to changes.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
Discipline of teams a harward case reviewKritika Garg
The document discusses the key characteristics of effective teams according to research. It defines a team as a small number of people with complementary skills committed to a common purpose and set of performance goals for which they hold each other mutually accountable. It emphasizes that the combination of a clear common purpose and specific, measurable performance goals is essential for team success and drives performance. Additionally, it highlights the importance of establishing a sense of urgency, spending time together to build team dynamics, and providing feedback and rewards to shape productive behaviors.
This document provides an outline and information about power and organizational politics. It defines power as the ability to influence others' behavior. Power comes from both formal positions and personal attributes. There are various bases of power including coercive, reward, legitimate, expert, and referent power. Dependency on others is a key factor in determining power, as those who control scarce resources have more power. The document also discusses leadership versus power, preferred power tactics based on influence direction, and factors that influence political behavior in organizations like resources, promotion opportunities, trust, and reward practices.
The document discusses power and politics in organizations. It defines power as the ability to influence others and get things done according to one's wishes. There are different sources and bases of power, including formal power derived from a person's position, and personal power stemming from expertise, charisma, or relationships. Power is distributed unequally in organizations and is used through various tactics. Coalitions are formed to maximize influence, and politics is an inevitable part of organizational life.
Ms. Rejani Chandran, an HR consultant, provides suggestions to Mr. Suresh Kumar, VP of HR at a financial services company, on how to create an environment that increases job satisfaction. She recommends providing responsibility and autonomy to employees, showing them respect, rewarding and recognizing good work, developing their skills, and obtaining feedback to evaluate and measure job satisfaction. She also emphasizes the importance of employee engagement and developing a positive work environment.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Power and Negotiations" and will show you how to use power to your best advantage in negotiations.
1. The document discusses why delegation and empowerment are important skills for modern management. Command-and-tell styles are too slow and authoritarian for today's business environment.
2. Delegating and empowering staff gives companies a competitive advantage by improving customer attention. Employees want independence, learning opportunities, and to use their existing managerial skills at work.
3. Well-led teams are more productive than individuals. New approaches focus on empowering teams rather than one-to-one management styles.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
This document defines teamwork and team building, describing the types and stages of team building. It also defines employee empowerment, outlining the meaning, steps, and process. Regarding team building, it discusses the five stages of forming, storming, norming, performing, and adjourning. For employee empowerment, it provides the benefits such as increased satisfaction, customer service, retention, and motivation. The document also notes potential barriers to empowerment like managers not fully understanding or establishing proper boundaries.
The document discusses the concept of power and its sources in organizations. It identifies several types of power including reward, coercive, legitimate, and expert power. Expert power is considered most effective as it transfers skills and knowledge, leading employees to internalize what they learn from expert managers. Successful power users have a high need for social power rather than personal power and demonstrate characteristics like belief in authority and altruism. The document also discusses empowerment and guidelines for sharing power with employees in a way that increases their sense of competence and self-determination.
This document discusses team building in organizations. It defines team building as an ongoing process that helps a work group evolve into a cohesive unit where members share expectations, trust and support each other, and respect individual differences. The document outlines guiding principles of team building such as good communication, increased productivity, motivation to achieve goals, and higher levels of trust and job satisfaction. It then describes steps to build an effective team, which include establishing leadership, considering employees' ideas, acting as a harmonizing influence, encouraging trust and cooperation, and facilitating communication. Symptoms that signal a need for team building are also listed, such as decreased productivity and conflicts among staff members.
This document summarizes key concepts around power and political behavior from Chapter 11. It defines power as the ability to influence others through influence or authority. It discusses forms of power like control over resources or information. It also outlines tactics for using power ethically and effectively, as well as conditions that encourage political behavior in organizations. Managing political behavior involves open communication, clear expectations, and an empowering organizational climate.
Workers' participation involves sharing decision-making power with employees in an appropriate manner to promote harmony between workers and management. It can take various forms from merely sharing information to involving workers in all strategic, policy, and operational issues. The major objectives of participation are to improve quality of work life by allowing greater influence for workers and to achieve industrial peace, efficiency, and productivity. Empowerment requires consistent support from top management and giving employees knowledge, skills, challenging work, and an opportunity to succeed in order to lead to organizational success.
This document discusses effective communication and teamwork in organizations. It describes how empowering employees through information sharing, decision making authority, and stock ownership plans can improve performance. It also discusses the five types of workplace teams, characteristics of effective teams like size and diversity, and the stages of team development. Finally, it covers the importance of communication, both formal and informal communication styles, and managing external communication during times of crisis.
This report in Human Behavior and Organization (HBO) focuses on how the Empowerment and Participation contribute to the development of a company or an institution.
This document provides an overview of organizational power and politics. It begins with definitions of power as the ability to influence others and overcome resistance. There are two main types of power - position power derived from one's formal role, and personal power derived from individual attributes. Specific position powers include reward, coercive, legitimate, and informational power. Personal powers include expert, referent, and persuasive power.
The document then discusses politics, defining it as intentional acts to enhance self-interest. While politics can be viewed negatively, it also enables needed change. Strategies for gaining and exercising political power include controlling uncertainty, building alliances, and relying on objective information. Organizational politics can have positive effects like overcoming issues
I owe you one
This creates a sense of OBLIGATION to return the favor
Reciprocity is a powerful motivator in organizational politics
COALITIONS
Joining forces with others
To increase power and influence
Coalitions provide...
- Strength in numbers
- Shared resources
- Mutual support
- Protection from attack
Coalitions are temporary and strategic
They form and dissolve based on changing needs and goals
Coalitions are common in organizational politics
They help managers accomplish goals that otherwise may not be possible alone
NEGOTIATION
Definition:
A process where two or more parties discuss
Power refers to one's ability to control their environment and influence others. Leaders gain power through their position within an organization as well as personal characteristics like expertise. There are various sources and types of power, including position power from one's formal role, as well as personal power stemming from expertise, charisma, and reputation. Political tactics aimed at gaining and maintaining power include developing connections, controlling information, and gaining outside validation. Building relationships and avoiding missteps are also important for navigating organizational politics. Leaders must balance using power appropriately while also curbing excessive political behavior that could hurt productivity or morale.
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
This document discusses organizational design and delegation of authority. It covers several key topics:
1) The meaning of organizational design including building blocks like authority, responsibility, and accountability. Design must improve effectiveness and adaptability.
2) Different levels of design such as positions, work groups, and total organizations. Design must clarify roles, relationships, and goals.
3) Common design models for health organizations including functional, divisional, matrix, and product line designs. The appropriate design depends on factors like goals and environmental changes.
4) Influences on future designs like new technologies, competition, and human resource issues. Designs will focus more on quality, collaboration, and adapting to changes.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
Discipline of teams a harward case reviewKritika Garg
The document discusses the key characteristics of effective teams according to research. It defines a team as a small number of people with complementary skills committed to a common purpose and set of performance goals for which they hold each other mutually accountable. It emphasizes that the combination of a clear common purpose and specific, measurable performance goals is essential for team success and drives performance. Additionally, it highlights the importance of establishing a sense of urgency, spending time together to build team dynamics, and providing feedback and rewards to shape productive behaviors.
This document provides an outline and information about power and organizational politics. It defines power as the ability to influence others' behavior. Power comes from both formal positions and personal attributes. There are various bases of power including coercive, reward, legitimate, expert, and referent power. Dependency on others is a key factor in determining power, as those who control scarce resources have more power. The document also discusses leadership versus power, preferred power tactics based on influence direction, and factors that influence political behavior in organizations like resources, promotion opportunities, trust, and reward practices.
The document discusses power and politics in organizations. It defines power as the ability to influence others and get things done according to one's wishes. There are different sources and bases of power, including formal power derived from a person's position, and personal power stemming from expertise, charisma, or relationships. Power is distributed unequally in organizations and is used through various tactics. Coalitions are formed to maximize influence, and politics is an inevitable part of organizational life.
Ms. Rejani Chandran, an HR consultant, provides suggestions to Mr. Suresh Kumar, VP of HR at a financial services company, on how to create an environment that increases job satisfaction. She recommends providing responsibility and autonomy to employees, showing them respect, rewarding and recognizing good work, developing their skills, and obtaining feedback to evaluate and measure job satisfaction. She also emphasizes the importance of employee engagement and developing a positive work environment.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Power and Negotiations" and will show you how to use power to your best advantage in negotiations.
The document discusses the concept of directing, which refers to the process through which managers communicate with and influence other organizational members to achieve objectives. Unlike other managerial functions, directing relies on interpersonal and relational skills to motivate employees. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, and McClelland's need achievement theory. Power and influence in organizations also impact directing, with different types of power including legitimate, expert, referent, reward, and punishment power.
CHAPTER OUTLINE Power Sources of Power Types of PoJinElias52
This document outlines a chapter on influencing others through power, politics, networking, and negotiation. It discusses different types of power including position power, personal power, legitimate power, reward power, coercive power, referent power, and information power. It explains how each type of power can be increased and provides guidelines for their appropriate use. The chapter also addresses organizational politics, networking, and negotiation processes. Learning outcomes specify key concepts the reader should understand, such as differentiating among power sources and explaining relationships between negotiation, influencing tactics, and power.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Power and Negotiations".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
This document provides an introduction to the concept of employee empowerment. It defines empowerment as improving employee decision-making through cooperation, sharing information, and aligning people, tasks, technology, processes, and structure. Empowerment involves shifting organizational structures from pyramid to circle shapes and increasing employee autonomy, information sharing, and delegated responsibility and authority. There are two types of empowerment: psychological empowerment which changes employee beliefs internally, and structural empowerment which increases employee involvement, autonomy, information sharing, and performance-based rewards. Famous companies that have implemented empowerment strategies are also discussed.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "What Is Facilitation?".
The document discusses the difference between empowerment and emancipation. It argues that empowerment is often a form of control from above, whereas true empowerment comes from within. Emancipation goes further by giving people full authority and responsibility for their actions without external control. Highly emancipated teams are more productive, engaged, and profitable compared to those that rely on external empowerment or control. True leaders foster emancipation by developing aligned people who can solve problems independently through shared values and understanding of goals.
This is a power point presentation I made at the RV College of Engineering to pre-final year students. The Program is meant students as leaders for the corporate world.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "The Plateau-ed Performer", you'll learn what causes a drop-off in performance and how you can use motivation to re-energise performance.
The document summarizes sections 7.4-7.7 from a graduate school course on sources of power and influence. It discusses how power is the ability to influence others and get things done, and influence is the capacity to affect others. It then examines the sources of power like position, charisma, relationships, information, expertise, punishment, and rewards. The document also explores how power is acquired and lost over time through social exchanges. Finally, it considers the appropriate amount of power a leader should have and the need to balance power with listening to others and gaining team contributions.
This document discusses various topics related to management and organizational behavior, including causes of conflict, types of conflict, perceptions of conflict, and strategies for resolving conflict. It also covers transactional analysis, sources of power in organizations, and political behaviors used to influence others. The key topics covered are the five main causes of conflict, the four main conflict resolution strategies, and the six main sources of power for leaders and managers.
Leadership involves influencing others to accomplish objectives by applying attributes like beliefs and skills. Management involves planning, organizing, staffing, leading, and controlling an organization to achieve goals. The key difference between managers and leaders is how they motivate - managers rely on formal authority while leaders inspire followership through vision and charisma. Effective leadership requires understanding different leadership styles and adapting one's approach to suit individuals and situations.
Chapter 14Leading and Leadership DevelopmentA leader lives i.docxcravennichole326
Chapter 14
Leading and Leadership Development
A leader lives in each of us
CHAPTER QUICK START
“Leadership” is one of those words that we hear and use all the time but may rarely stop to think much about. In fact, leadership is a very complicated process that demands a great deal from leaders and followers alike, and requires lots of background understanding and personal insight. This review of the research foundations of leadership and its implications for leadership development can help you build skills and reach your full leadership potential.
Key Takeaways
· Define leadership and explain its foundations in power, vision, and service.
· Identify key leader behaviors that impact leadership effectiveness.
· Identify major contingencies that impact leadership effectiveness.
· Understand the challenges of personal leadership development.
what to look for inside >
MANAGEMENT IS REAL
analysis> MAKE DATA YOUR FRIEND
Followers Report Shortcomings of Leaders
choices> THINK BEFORE YOU ACT
Sometimes “No” May Be Your Best Answer
ethics> KNOW RIGHT FROM WRONG
A Step over the Line into Community Service
insight> LEARN ABOUT YOURSELF
There’s No Substitute for Integrity
wisdom> LEARN FROM ROLE MODELS
Educator Turns Leadership Vision into Inspiration
SKILLS MAKE YOU VALUABLE
· EVALUATECareer Situations:
What Would You Do?
· REFLECTOn the Self-Assessment:
Least-Preferred Co-worker Scale
· CONTRIBUTETo the Class Exercise:
Most Needed Leadership Skills
· MANAGEA Critical Incident:
Playing Favorites as a Team Leader
· COLLABORATEOn the Team Activity:
Leadership Believe-It-or-Not
· ANALYZEThe Case Study:
Zappos: They Do It with Humor
A glance at the shelves in your local bookstore will quickly confirm that “leadership” is one of the most popular topics in the field of management. The consensus is that leaders become great by bringing out the best in the people who follow them. As the late Grace Hopper, management expert and the first female admiral in the United States Navy, once said: “You manage things; you lead people.”1 Leadership scholar and consultant Barry Posner believes, “The present moment is the domain of managers. The future is the domain of leaders.”2 Consultant and author Tom Peters claims the leader is “rarely—possibly never?—the best performer.”3 All seem to agree that leaders thrive through and from the successes of others.
Although the leadership message seems clear, the task of leading isn’t easy. Managers and team leaders often face daunting responsibilities. Resources can be scarce and performance expectations high. Time frames for getting things accomplished can be short, while problems to be resolved are complex, ambiguous, and multidimensional.4 It takes high self-awareness and hard work to be a great leader. There are many challenges to be mastered on the pathways toward leadership success at work, in our communities, and at home with families and loved ones. This chapter offers an opportunity to find out more about the leader who resi ...
This document discusses various theories and styles of leadership. It begins by discussing self-managed work teams and how they share power based on competence rather than position. It then covers several leadership theories including the managerial grid, trait theory, contingency theory, situational leadership, transformational leadership, the five bases of power, and techniques for influence and persuasion. Throughout it provides examples and discusses advantages and disadvantages of different approaches to leadership.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document is a collection of 25 illustrations of skyscrapers from major cities around the world. It includes images of skylines from cities like Chicago, New York, Hong Kong, Dubai, and Shanghai. The images can be used freely for presentations, documents, and commercial work as long as attribution is provided. The collection provides a variety of skyscraper and cityscape photos that can be used to illustrate topics related to architecture, urban planning, and cities.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document provides 25 stock images that can be used for presentations, training materials, and commercial work. The images cover a variety of themes and are sourced from Creative Commons licensed photos on Flickr. Each image is accompanied by its source URL and license information to ensure proper attribution. Users are free to incorporate the images into their work and modify them if permitted by the license. The collection aims to offer diverse visuals to illustrate various topics.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
This document provides 25 images that can be used for training, presentations, and commercial work. The images cover various topics related to sharing, such as sharing a meal, sharing knowledge, and sharing a drink. The images come from sources with Creative Commons licenses that allow for commercial use. Attribution is provided for each image. Users are free to use the images in their documents and presentations and can modify them if permitted by the license.
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
The Power Pics series from ManageTrainLearn and Slide Topics is a large collection of images for you to use in your documents, presentations, and commercial work. Each presentation gives you a single theme with 25 carefully-chosen images which you can then download to use in your work. You can use them to enhance the look of a slide, to create a mood, for a touch of drama, emotion, or wonder, to illustrate a topic, or as an effective background. If the license allows, you can use them to create new images and slides of your own. Of course, you can also just sit back, browse through them, and enjoy them as they are. Where presentations are concerned, great images are priceless because every one is worth a thousand words.
www.managetrainlearn.com
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. 2
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner
to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a
trainer, they are perfect for adding to your classroom courses and online learning plans.
COURSE TOPICS FROM MTL
The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted
either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn.
They are designed as a series of numbered
slides. As with all programmes on Slide
Topics, these slides are fully editable and
can be used in your own programmes,
royalty-free. Your only limitation is that
you may not re-publish or sell these slides
as your own.
Copyright Manage Train Learn 2020
onwards.
Attribution: All images are from sources
which do not require attribution and may
be used for commercial uses. Sources
include pixabay, unsplash, and freepik.
These images may also be those which are
in the public domain, out of copyright, for
fair use, or allowed under a Creative
Commons license.
4. 4
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
INTRODUCTION
Question: If delegation and empowerment are such great
ideas, what stops us from implementing them at once?
Answer: Our perception of the finite nature of power and
our fear that if we "give" power to others we will have less
and they will have more.
Solution: Change the way we see power.
5. 5
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
FOUR POWER PEAKS
According to Jeffrey Pfeffer of the Stanford Business School,
power is the only way things get done in an organisation.
But power is not always in obvious places.
In the Handy-Harrison model of organisational culture,
power can be seen to rest in any, or all, of four locations...
1. with owners who have ultimate power in deciding the
future of the organisation but little day-to-day
influencing power
2. with managers who have the power to shape the style
and culture of the organisation
3. with employees who have the power to do a good job
or bad job
4. with anyone, anywhere and everywhere.
These four locations have been described as four mountain
peaks, named after four Greek deities: Zeus, Apollo, Athena
and Dionysus.
6. 6
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
WHAT POWER DO YOU HAVE?
The Handy-Harrison model of organisational culture
suggests that there are four types of power in any business.
These relate to four gods of Ancient Greece.
1. Mt Zeus: power is almighty and resides with owners who
can bring the enterprise to an end if they wish.
2. Mt Apollo: power resides with managers according to
status: the higher you are, the more power you have.
3. Mt Athena: power resides with those who do the job.
More people have power because they are informed,
responsible and have authority.
4. Mt Dionysus: power is spread around the organisation as
needed. It is diffuse, constantly changing, and based on
individuals taking power to themselves.
7. 7
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
POWER AT THE TOP
Top-down power is represented by the gods, Zeus and
Apollo. Zeus was the mightiest of the Greek gods who ruled
by whim and impulse. Apollo was the god of reason and
logic. The power of Zeus and Apollo lies in their strength and
strategic might.
In organisations, strong power resides with owners and
managers who can make "big" decisions about the
organisation. They have it in them to protect others or to
inflict harm, to reward or to punish. They represent
traditional power, the power to impress, the power we
respect and fear.
The power to impress is more potential power than real
power. Although owners and managers have the power to
determine the fate of the enterprise, this power is rarely
realised.
8. 8
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
POWER AT THE BOTTOM
Bottom-up power is represented by Athena and Dionysus.
Athena was the Greek goddess of wisdom and Dionysus the
god of the self-oriented individual. Their power lies in their
knowledge, their tactical position and their potential to do
good.
In organisations, knowledge power exists at all levels, with
those in key positions and those at the very bottom of the
rung. These are the people whom customers see. They
determine the moments of truth between organisation and
customers and they have the power to make those everyday
points of contact successes or failures.
The man or woman on the shop-floor has always had
power: the power to "screw up". Who is more powerful: the
chief executive meeting business colleagues or the
receptionist who can "forget" to put through an important
call from the business's main customer?
9. 9
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
EVERYONE HAS POWER
Power comes in two guises:
1. The power to impress. The power to impress is the
traditional form of power. It consists of identifying the
forces that will influence others to act. The five main types
of "impression power" are: physical power such as physical
presence and strength; resource power, consisting of the
right to give or take away resources; position power,
connected to one's place in the organisational pecking
order; expert power based on what you know; and
connections power based on who you know.
2. The power to get things done. The power to get things
done is not dependent on position, status or knowledge, but
rather personal skills such as goal-setting, determination,
persistence, interpersonal relating, listening, decision-
taking, all of which are enhanced by empowering people.
10. 10
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
THE LOOK OF POWER
The power to impress others is still important in the internal
politics of organisations. It can be used by people who do
not have traditional power, such as rank and status, in order
to legitimately influence others.
Impression power may be needed in the following
situations: to negotiate for limited resources; to sell an idea;
to argue a point of view; to motivate others to act; to get
others to believe in you; to control, stop and put others
down; to defend oneself against opponents.
There are endless ways to build up impression power. Some
of the more familiar are: building allies and empires;
constraining resources that others need; flaunting expertise;
playing win-lose games with others; hitching yourself to a
rising star; winning over the boss or the boss's boss;
informing on others; rebelling and so on.
11. 11
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
THE FIVE P'S OF POWER
The five P's of Power enable people throughout an
organisation to use the power they have for positive
purposes.
They are...
1. The Permission To Act. People need to know it's OK to
take action which they think is appropriate.
2. Protection From Recriminations. In the event of mistakes
and difficulties, people need to know that they will not be
blamed or scapegoated.
3. The Potency Of Action. People need to know that they
have powers to take decisions, issue instructions, obtain
resources or do whatever is necessary to reach their goals.
4. Practice. Empowered behaviour should not be an
occasional or once-in-a-while practice but a continual and
ongoing part of the work.
5. Proof. The organisation needs to show that
empowerment brings results over other forms of working.
12. 12
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
PUSHING OUT BOUNDARIES
Xerox, the photocopier and digital printer organisation,
undertook a review in the mid-1990's which resulted in the
formation of self-managing teams.
The directors believe that their job is to set the targets and
create the vision - they aim, for example, to reach a £6
billion turnover figure - while the job of the teams is to
translate these targets into practical plans.
Human resources director Ralph Orrico says: "Once you've
set the vision, the concrete objectives, the priorities and so
on, you can't shackle the organisation with rigid processes
that prevent people from pushing out the boundaries as far
as possible. We ask two questions about every workgroup.
First, can they do it? Which is a matter of skills and
experience. Secondly, do we let them? Which is about
culture and behaviour."
13. 13
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
TEN WAYS TO BLOCK CHANGE
Rosabeth Moss Kanter in her book "The Change Masters"
suggests that change is blocked when the 5 P's of Power -
permission, protection, potency, practice and proof - are
withheld from people.
These are the ways she believes that change is blocked by
those in senior positions:
1. regard ideas from below with suspicion
2. insist that people need your approval to do anything
3. get everyone to challenge and criticise everyone else
4. withhold praise
5. treat problems as a sign of failure
6. control everything. Count everything a lot.
7. make changes in secret and then spring them on people.
8. make sure any request for information is justified
9. pass down responsibility for cutting back, laying off and
firing people and call it delegation
10. remember that you, the higher-ups, already know
everything important there is to know about the business.
14. 14
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
THE PROS AND CONS OF CHANGE
The political thinker, Niccolo Machiavelli, said in the 15th
century: "There is nothing more difficult to plan and more
dangerous to manage than the creation of a new order of
things." Yet, for most organisations, empowerment - the
release of power down the line - is nothing short of a
fundamental change in the way the business runs.
Some of the ways an empowerment programme can work
include: learning how to manage change; going at a speed
that takes people with you; relentless communicating;
working at building trust; creating small pockets of change;
and identifying key change agents to be role models.
To quote Machiavelli again: "The initiator of change has the
enmity of all those who would profit by the preservation of
the old order and merely lukewarm defendants in those
who might gain from the new."
15. 15
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
POCKETS OF GOOD PRACTICE
The "pockets of good practice" approach to change works
from the bottom up instead of the top down. Instead of
management-led change from above, this practice allows
small teams to change their methods of working and prove
they work before introducing them to the rest of the
organisation.
Pockets of good practice succeed when management create
a climate where permission is given to try new ideas. They
work best where teams have their own leadership and
political skills and value the intrinsic rewards of what they
are doing. In short, they need their own vision of what is
possible.
Pockets of good practice work because people do have
power. They can succeed if they manage the delicate
balance between being organisationally acceptable and
organisationally subversive at the same time.
16. 16
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
CREATE POCKETS OF CHANGE
One of the UK's leading timber and builders' merchants,
Jewson, has shown that the idea of creating pockets of good
practice can influence others in the organisation to change
outdated management practices. Seen by some as
"subversives", such a group can still work within the
framework of the organisation's aims.
An initiative called BM2000 brings together a group of 30
branch managers for 2 days every month. These meetings
are designed to stimulate new thinking and new targets
within a framework of improving customer service. The
team are allowed to innovate and share in the rewards.
Stimulated by talks from external speakers, the group came
up with ideas such as flexible working, annualised hours,
better product training and improved transport efficiency.
As a result, others now want to join the group and emulate
their success.
17. 17
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
CAPTURE THE KEY PEOPLE
Malcolm Gladwell, author of “The Tipping Point”, says that
change is effected best not by trying to win over the mass of
people, but by capturing the key personalities who can
influence others. He calls this “the law of the few”.
There are 3 types of people you need to target when
undertaking a major change:
1. those with plugged-in social networks
2. those with infectious or persuasive personalities
3. those with a reputation for expertise.
When you recruit these people to the cause of change, you
stand a greater chance of success.
18. 18
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
EIGHT KINDS OF POWER SKILLS
In "The Change Masters", Rosabeth Moss Kanter argues that
change agents need power skills to help them overcome
resistance by others towards new ideas.
These power skills include a range of tactics such as...
1. wearing the opposition down through persistence
2. inviting them in to join the party
3. waiting them out until they go away
4. using the support of higher authority
5. altering any ideas the opposition don't like
6. sending them friendly emissaries
7. warning them you've got powerful allies
8. getting your people in at key meetings.
Personal power skills such as influencing have a much
greater chance of success than organisational power
symbols which people tend to resist more.
19. 19
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
HANDING OVER POWER
In organisations which have traditionally kept power
amongst owners and managers, an empowerment
programme will appear to involve a transfer, or giving away,
of power from one group of people to another.
Such a change is likely to be difficult and painful and will
require skilful change management. In fact, power is not a
finite resource, but an investment. It is like money. The
more you put in and wisely spread around, the more it will
grow.
Many well-established organisations have already made
major changes towards empowering their staff from the
very start of their employment. In parts of the new British
Gas organisation, for example, apprentices are no longer
tested on just verbal, numerical and mechanical skills, but
also on their initiative, problem-solving ability and customer
orientation.
20. 20
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
CHANGE PROGRAMMES
There are three keys to successful change programmes:
1. Win Hearts and Minds. It is not just the reasons why
empowerment works that have to be sold; you must also
get people to believe in the changes with their hearts.
2. Action. Action across a number of fronts is needed to
bring about change. At a simple level it may mean symbolic
changes, such as single status car parks and uniforms; at a
more detailed level, it might mean action to provide new
skills. Almost certainly it will need training in how to do
things that people have not been allowed to do before.
3. Think Long-term. Rarely does empowerment in
established organisations work overnight. It requires long-
term planning; long-term investment and an eye on the
ultimate goal.
21. 21
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
HOW CULTURE AFFECTS CHANGE
A key factor in whether empowerment is likely to succeed in
an organisation is the prevailing climate of the outside
environment. Where risk-taking, open communication and
learning are encouraged, empowerment is likely to be more
welcomed than where these factors are missing.
A survey of five countries by the European Enterprise
Culture found the following:
1. Germany encourages measured risk-taking and provides
funds for change.
2. France tolerates mistakes, invests in training but has
little formal consultation procedures.
3. Spain is poor at delegating but rewards initiative.
4. The UK encourages new ideas but is indifferent towards
training; has limited delegation and does little
consulting.
5. Italy is poor at motivation, is unlikely to train and is
intolerant of mistakes.
22. 22
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
RELEASE PEOPLE POWER
Empowerment programmes do not always require major
structural changes but they may require major attitudinal
changes in the way we see people and their jobs.
To release the power that is already with the people doing
the job, we can...
1. give ownership of the job to the people doing it
2. make them responsible for the outcomes
3. invite them to do more than what is written in a job
description
4. provide them with the skills and knowledge that will
delight the customer
5. encourage them to want to improve their own
performance.
W. Edwards Deming, the guru of total quality management,
said: "Oh, those words! Empowerment? Nonsense! They
need to know what their jobs are."
23. 23
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
“OWN, DECIDE, DO” AT BT
In 1993, shortly after privatisation, a new division of BT was
formed called the Consumer Division, covering all front-line
BT staff.
Up until then, the company had viewed itself as a process-
orientated organisation, with manuals covering almost
every aspect of working life, including the precise phrases
that operators had to use. In the wake of change, such a
bureaucratic approach no longer became sustainable.
The division decided to develop four attitudes in its staff:
1. to know instinctively how to help BT succeed
2. to take personal accountability for customer needs
3. to take decisive action on behalf of the customer
4. to take considered risks to delight the customer.
The programme became known as "Own, Decide, Do" and
became the rock on which BT's success has been built.
24. 24
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
CHANGING DAILY HABITS
It is not necessary to introduce a major cultural change
programme in an organisation in order to empower people.
It can be achieved by introducing numerous daily acts of
one-to-one empowerment.
These can include the following...
1. get to know your people better
2. take an interest in what they do
3. find out what ideas they have to improve the way they
work. Never belittle any suggestion.
4. praise people and eliminate blame and excuses
5. ask people what you can do to help them
6. get them to share your vision of where you want to go
7. remind them of the vision at every opportunity
8. be enthusiastic, positive and upbeat in your
expectations of what people can achieve
9. be open to being surprised and delighted at what
people can do.
25. 25
|
Power and Empowerment
Delegation and Empowerment
MTL Course Topics
THE “HAVE NOTS”
Empowerment works best when people see power as an
unlimited resource rather than something that is finite and
can only be controlled if kept in the hands of the few.
Managers who keep their own power while releasing it in
others can be truly considered, in Eric Hoffer's words, as
"the haves", while those who cling to power and jealously
guard it from others as "the have not’s".
"The real "haves" are those who can acquire freedom, self-
confidence and riches without depriving others of them.
They acquire all of these by developing and applying their
potentialities. On the other hand, the real "have nots" are
those who cannot have aught except by depriving others of
it. They can feel free only by diminishing the freedom of
others, self-confident by spreading fear and dependence
among others and rich by making others poor." (Eric Hoffer,
1902 - 83)