1. The document discusses various empowerment processes such as delegation, decentralization, job enrichment, leadership styles, management by objectives, and team building. 2. It explains the differences between delegation and decentralization, with delegation retaining responsibility with the superior while decentralization transfers responsibility to subordinates. 3. Leadership styles discussed include Likert's four systems of management, the Tannenbaum and Schmidt leadership continuum, and Blake and Mouton's managerial grid model. Management by objectives is introduced as a five-step process of setting goals and evaluating progress.

1. By
Dr. H.S. ABZAL BASHA, M.B.A., Ph.D., L.L.B.
Assistant Professor,
Department of Management Studies,
G. Pullaiah College of Engineering & Technology,
Kurnool.
EMPOWERMENT PROCESSES
UNIT-2

2. “Empowerment is not a verb.
It is more a state of mind & way of working”
- Ken Gilliver

3. Topics
 Delegation and Decentralisation vs. Empowerment.
 Empowerment Processes.
 Job Enrichment,
 Leadership Styles; Likert’s Management Systems including
Tannenbaum and Schmidt leadership continuum.
 Objectives Setting and MBO.
 Team Building; Task Forces, Committees Effectiveness; and Self
Managing Groups.
 TQM and Employee Involvement,
 Quality Circles,
 Involvement of Managerial Personnel.

4. Delegation and Decentralisation
In delegation, a superior delegates or
transfers some rights and duties to a
subordinate but his responsibility in
respect of that work does not end.
In other words Delegation is the
assignment of authority to another
person to carry out specific activities. It is
the process of distributing and entrusting
work to another person.
On the other hand, decentralisation
relieves him from responsibility and the
subordinate becomes liable for that
work.

6. Major differences b/w delegation and decentralization

7. Major differences
1.Responsibility: In delegation, a superior delegates or transfers
some rights and duties to a subordinate but his responsibility in
respect of that work does not end.
2. Process: Delegation is process while decentralisation is the end
result of a deliberate policy of making delegation of authority to the
lowest levels in managerial hierarchy.
3. Need. Delegation is almost essential for the management to get
things done in the organisation i.e., delegating requisite authority
for performance of work assigned. Decentralisation may or may not
be practiced as a systematic policy in the organisation.
4. Control: In delegation the final control over the activities of
organisation lies with the top executive while in decentralisation
the power of control is exercised by the unit head to which the
authority has been delegated.

8. Major differences
5. Authority: Delegation represents selecting dispersal of authority
whereas decentralisation signifies the creation of autonomous and
self-sufficient units or divisions.
6. Scope: Delegation hardly poses any problem of co- ordination to
the delegator of authority. While decentralisation poses a great
problem in this regard since extreme freedom of action is given to
the people by creating self-sufficient or autonomous units.
7. Good Results: Decentralisation is effective only in big
organisations whereas delegation is required and gives good results
in all types of organisations irrespective of their size.
8. Nature: Delegation is the result of human limitation to the span
of management. Decentralisation is the other hand, is the result of
the big size and multi-farious functions of the enterprise.

9. Delegation

10. Decentralisation

12. The Empowerment Processes
J.W. Weiss states that empowerment is
the process of sharing power with
others through decentralizing structures,
roles, and responsibilities and through
delegating work that has inherent
authority.
Prager pointed-out “the process of
empowerment that centre on involving
people and enabling them to take
ownership of their work process and
outcomes”.
Empowered individuals “have a sense of
trust, energy, commitment,
responsibility and pride in their work
and its product or service”.

13. Empowerment: From Domination to Delegation

15. Job Enrichment
Frederick Herzberg, an American
psychologist, originally developed
the concept of 'job enrichment' in
1968. The concept stemmed from
Herzberg's motivator-hygiene
theory.
Job enrichment is a process that is
characterized by adding dimensions
to existing jobs to make them more
motivating.
Examples of job enrichment include
adding extra tasks increasing skill
variety, adding meaning to jobs,
creating autonomy, and giving
feedback.

17. Leader and Leadership
Leadership is the art of motivating a
group of people to act toward
achieving a common goal. In a
business setting, this can mean
directing workers and colleagues
with a strategy to meet the
company's needs.
Leader is a person who leads or
commands a group, organization, or
country.
Leadership is ability to influence
people to achieve the given goals in
an organization.
The leader is characterized by his
vision, ability to inspire followers,
communication skills, and personality
characteristics such as charisma,
appearance maneuvering skills, high
energy levels, adaptability,
aggressiveness, enthusiasm, self-
confidence, initiative and a strong
capacity to convert the unfavourable
situation to a favourable one for the
benefit of the organization.

18. System 1 : Exploitative
Democratic- The leaders are
highlyautocratic and they take
decisions unilaterally. They
have no confidence on their
subordinates and have no
confidence on there
subordinates
System 2: Benevolent
Autocratic- The leaders are
autocratic but not highly
autocratic. They sometimes
consult theresubordinates and
have some confidence in them
but keep strict control over
them.
Likert’s 4 System Of Management

19. System 3: Consultative
• The leaders consult their
subordinates beforetaking
final decisions and also
believe in delegating some
authority to them.
System 4: Democratic
• The leadersdiscuss the issues
with their subordinates and
decisions are taken by
consensus.

20. Leadership as Continuum
 They are in fact a variety of styles of leadership behavior
between two extremes of autocratic and free rein.
Autocratic
Free- rein
Useof authority by the
manager
Areaof freedom by the
subordinates
Boss-centered Employee-centered

21. Managerial Grid
1.9 9.9
5.5
1.1 9.1
This style develoved by Blake & Mouton is based on two dimensional view
of leadership style. They proposed “concern for people” and “concern for
production” as the two dimensions
They given a model in the form of grid which has been formulated on two
9 point scales as depicted in the following diagram and have identified
five leadership styles.
Concern for production
Concern for people

22. 1,9- Low concern for production and high
concern for people
9,9- High concern for both peopleand production
5,5- Moderateconcern for both peopleand production
9,1- High concern forproduction and lowconcern for
people
1,1- Low concern for both production and people

23. In this approach there are four basic styles resulting into 8 styles
these eight styles result from 8 possible combination of task
orientation , relationship orientation and effectiveness as shown
in figure below
Basic style Less effective style More effective style
Integrated Compromiser Executive
Dedicated Autocrat Benevolent Autocrat
Related Missionary Developer
Separated Deserter Bureaucrat

24. Management By Objectives
Management by objectives (MBO), also known as management
by planning (MBP), was first popularized by Peter Drucker in his
1954 book The Practice of Management.
Management by objectives is the process of defining specific
objectives within an organization that management can convey to
organisation members, then deciding how to achieve each
objective in sequence.
This process allows managers to take work that needs to be done
one step at a time to allow for a calm, yet productive work
environment. This process also helps organization members to
see their accomplishments as they achieve each objective, which
reinforces a positive work environment and a sense of
achievement.

25. Concept and framework
MBO at its core is the process of
employers/supervisors attempting
to manage their subordinates by
introducing a set of specific goals
that both the employee and the
company strive to achieve in the
near future, and working to meet
those goals accordingly.
Five steps:
1. Review organizational goal
2. Set worker objective
3. Monitor progress
4. Evaluation
5. Give reward

27. Team Building