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Employee Empowerment, Leadership &
  Change, Team building & Teamwork,
Communication & Interpersonal Relations,
         Education & Training
Major Topics
 Employee Empowerment

 Leadership and Change

 Team Building & Team Work

 Effective Communication

 Education & Training
Employee Empowerment
Employee Empowerment
             Defined…
 Employee Empowerment is Employee
  Involvement that matters.
 It could also be defined as controlled transfer
  of authority to make decisions and take
  actions.
 What is needed?
   Successful implementation of empowerment
    requires change in corporate culture.
 Does this mean Abdication?
Rationale

 An aspect of Working Smart

 Empowerment is the key to motivation &
  Productivity.

 It enables a person to develop personally &
  professionally.
Inhibitors of Empowerment
 Resistance from Employees & Unions
 Resistance from Management
     Insecurity
     Personal Values
     Ego
     Management Training
     Personality Characteristics of Managers
     Exclusion of Managers
 Workforce Readiness
Management’s Role in
  Empowerment & Implementing
        Empowerment
 Management’s Role:
   Commitment
   Leadership
   Facilitation
 Implementing Empowerment:
   Development of Suggestion Systems (Fig 8.3)
   Considering the Employees Point of View
   Putting Vehicles in Place
     Brainstorming
     Nominal Group Technique (fig 8.4)
Suggestion Systems - 1
 Management’s Role:
     Establishing Policy
     Setting Up the System
     Promoting the Suggestion System
     Evaluating & Implementing suggestions
     Rewarding employees
 Improving the system..
   Improving Suggestion Processing
   Improving Individual Suggestions
       Problem Identification
Suggestion Systems - 2
 Evaluating Suggestions
   Though Employees make suggestions, final
    analysis is still to be made by manager.
   Thus, Establish a formal rating system for
    evaluating suggestion systems.


 Handling Poor Suggestions
   Listen Carefully
   Express Appreciation
   Carefully explain your position
Achieving Full Participation
 Removing Hidden Barriers
     Negative Behavior
     Poor Writing Skills
     Fear of Rejection
     Inconvenience
 Encouraging new Employees
 Coaching Reluctant Employees
   Assess
   Investigate
   Match
How to Recognize Empowered
           Employees
 Taking Initiative

 Identifying Opportunities

 Thinking Critically

 Building Consensus
Empowerment
 Avoiding Traps:
   Defining Power as Discretion & Self- Reliance
   Failing to Properly Define Empowerment for
    Managers & Supervisors
   Assuming Employees Have the skills to be
    Empowered
   Getting Impatient Making the Transition from
    Traditional Approach
 Beyond Empowerment
Leadership & Change
Leadership Defined
 Leadership is the ability to inspire people to
  make a total, willing and voluntary
  commitment to accomplish or exceeding
  organizational goals.
 Leaders must
   Overcome resistance to change
   Broker the needs of Constituency groups
   Establish an ethical framework
 Characteristics
   Balanced Commitment
Leadership for Quality
 Principles:
     Customer Focus
     Obsession with Quality
     Freedom through Control
     Looking for Faults in Systems
     Teamwork
     Continuing Education & Training


 The Juran Trilogy:
   Quality Planning
Leadership
 Motivation & Inspiration:
   Understanding Individual Needs
   Understanding Individual Beliefs


 Leadership Styles:
   In a total Quality setting, the most appropriate
    style might be called participative leadership
    taken to a higher level
Building & Maintaining a
             Following
 Popularity & the Leader
   Not all good leaders are popular. Vice Versa
    applies.
 Leadership Characteristics
   Sense of Purpose, Self-Discipline, Honesty,
    Credibility, Commonsense, Stamina,
    Commitment, Steadfastness.
 Pitfalls
   Trying to be a buddy, Having an Intimate
    relationship with an employee, Trying to keep the
Leadership Vs Management
 Leadership & Management are two distinctive
  and Complementary systems of action.
          Management                        Leadership
     Coping with Complexity        Coping with Change

     Planning & Budgeting for      Setting the Direction for
    Complexity                     change
     Develops capacity to          Aligns people to work
    carry out plans through        toward the vision
    organizing & staffing
     Ensures accomplishment        Motivates & Inspires
    of plans through controlling   people to want to accomplish
    & Problem Solving              the plan
Leadership, Ethics, Change

 Leadership & Ethics:
   Setting high standards of ethical behavior is an
    essential task of leaders in a total quality setting.


 Leadership & Change
     Have a clear vision & corresponding goals
     Exhibit a strong sense of responsibility
     Be an effective communicator
     Have a high energy level
Change
 Employees & Mangers on Change
   Difficulty in Change  Different perceptions of
    employees & managers.
   Hence, proper atmosphere should be created to
    accommodate change.


 Restructuring & Change:
   Be smart & Empathetic
   Have a Clear Vision
   Establish Incentives that Promote the Change
How to Lead Change?
 Change Facilitation Model:

   A critical aspect of leadership in today’s globally
    oriented organization involves leading change.
Team Building & Team Work
Overview of
  Team Building & Teamwork - 1
 What is a Team?
   A team is a group of people with a common,
    collective goal.
 Rationale for Teams
   Primary reasons for advocating teamwork are:
     Two or more heads are better than one.
     People in teams get to know each other better, build
      trust & as a result help each other.
     Teamwork promotes better communication.
   A group of people become a team when the
    following conditions exist:
Overview of
  Team Building & Teamwork - 2
 Types of Teams
   Department Improvement Team
   Process Improvement Team
   Task Force
 Learning to Work Together
   Factors influencing teamwork:
     Personal Identity of Team members
     Relationships among Team members
     Identity within the organization
 How to be a Member?
Overview of
  Team Building & Teamwork - 3
 How to be a Leader?
     Be clear on the team’s mission
     Identify success criteria
     Be action centered
     Establish the ground rules
     Share Information
     Cultivate Team Unity
 Team Excellence & Performance
   Interdependence, Stretching tasks, Alignment,
    Common Language, Trust/Respect, Shared
Building Teams & Making them
              Work
 Following are the factors that influence team
  building & should be taken care of:
     Makeup & Size of Teams
     Choosing Team Members
     Responsibilities of Team Leaders
     Other Team Members
     Creating Teams Mission Statement
     Developing Collegial Relationships
     Promoting Diversity in Teams
Four Step Approach to Team
              Building
 Assessing Team Needs

 Planning Team-Building Activities

 Executing Team-Building Activities

 Evaluating Team-Building Activities
Character Traits & Teamwork
 Following are few character traits required for
  Teamwork:
     Honesty
     Selflessness
     Dependability
     Enthusiasm
     Responsibility
     Cooperativeness
     Initiative
     Patience
Teams are not Bossed
             – They are Coached
 Bosses approach the job from
   “I’m in charge – do as you are told perspective”.
 Coaches are
   facilitators of team development and continually
    improved performance.
 Following are a few characteristics of a
  Coach:
   Clearly Defined Character
   Team Development/Team Building
   Mentoring
Handling Conflict in Teams
 Resolution Strategies for Team Conflicts:
   Plan & Work to establish a balanced culture
   Establish clear criteria
   Don’t allow individuals to build personal empires
   Encourage & Recognize risk-taking behavior
   Value constructive dissent
   Assign people of widely differing perspectives
   Reward and recognize both dissent & teamwork
Structural Inhibitors of Teamwork
 Commonly found structural inhibitors to
  teamwork in organizations are:
   Unit Structure
   Accountability
   Unit Goals
   Responsibility
   Compensation & Recognition
   Planning & Control
Rewarding Team &
        Individual Performance

 An organization’s attempt to institutionalize
  teamwork will fail unless it includes
  implementation of an appropriate
  compensation system
 Effective Communication
Defnition of Communication
 Communication is the transfer of message
( information,idea,emotion,intent,feeling or
    something else) that is both received and
    understood.
Effective Communication
 Effective Communication means that the
  message is received ,understood and acted on
  in the desired manner. It is higher order of
  communication.
Strategies to communicate the
       importance of quality
 1) Be optimistic and tie quality to the
  organization’s strategic direction
 2) Consider the points of view of all sides
  when formulating your message.
 3) Be positive ,honest and consistent-give
  every one the same message.
Defnition of Listening
 Listening means receiving the
  message,corretly decoding it and accurately
  perceiving what it means.
Inhibitors of effective listening
   Lack of concentration
   Interruption
   Preconceived ideas
   Thinking ahead
   Interference
Improving the listening skills
   Upgrade your desire to listen
   Ask the right question
   Judge what is really being said
   Eliminate listening errors
Communicating in Writing
          (Helpful Rules)
   Plan before you write.
   Be brief.
   Be direct.
   Be accurate.
   Practice self – editing.
Strategies for improving
             communication
   Keep up to date.
   Prioritize and determine time constrains.
   Decide whom to inform.
   Determine how to communicate.
   Communicate and follow up.
   Check understanding and obtain feedback
Education & Training
Overview of Education,
       Training & Learning - 1
 Training is
   An organized, systematic series of activities
    designed to enhance an individual’s work-related
    knowledge, skills, and understanding.
 Corporate America invests more than $45
  billion per year in training.
 Sources of Training:
   In house training
   External Training or a combination of both.
 Numerous Instructional methods like
Overview of Education,
       Training & Learning - 1
 Types of training by Industry:
   Customer Education
   Sales Skills
   Employee relations etc.,
 Changing Role of Training
   Mission of corporate Training is becoming the
    maximization of competitiveness through
    continual improvements.
 Attitudes towards Training
   Although interest levels don’t yet match those
Rationale for Training
 The rationale for training can be found in the
  need to compete.
 Following are the important factors for “need
  for training”
     Quality of the existing labor pool
     Global Competition
     Rapid & Continual Change
     Technological Transfer Problems
     Changing Demographics
Training needs Assessment
 It is most important to:
   Train those who need it most
   Ensure that the training provided is designed to
    promote the goals of the organization
 Managers may become involved in assessing
  training needs at two levels:
   Organizational Level
   Individual Level

 The most structured approach managers can
Providing Training
 Strategies for maximizing training resources:
     Build in Quality from the start
     Design Small
     Think Creatively
     Shop around
     Preview & Customize
 Internal Approaches
   Computer Based training, Group instruction etc.
 External Approaches
   Enrolling employees in programs provided by
    public institutions.
Evaluating Training
 Evaluating Training begins with a clear
  statement of purpose.

 To know where training has improved
  performance, managers need to know three
  things:
   Was the training provided valid?
   Did the Employees learn?
   Has the learning made a difference?
Managers as Trainers & Trainees -
               1
 Principles of Learning:
   People learn best when they are ready to learn
   People learn more easily when what they are
    learning can be related to something they already
    know
   People learn best in a step-by-step manner
   People learn by doing
   The more often people use what they are learning,
    the better they will remember and understand it
   Success in learning tends to stimulate additional
Managers as Trainers & Trainees -
               2
 Four Step Teaching Method:
     Preparation
     Presentation
     Application
     Evaluation
 Managers as Trainees:
     Quality basics
     Strategic Quality management
     Quality Planning
     Quality Improvement
Workforce Literacy
 Impact of Illiteracy on Industry:
   Difficulty in filling high-skill jobs, lower levels of
    productivity, higher levels of waste etc.,
 What Industry Can Do
   Industry in United States has found it necessary to
    confront the literacy problem head-on.
   Companies are doing this by providing remedial
    education in the workplace.
 What Managers Should Know about Literacy
  Training
Improving Learning
 Teaching Study Skills
     Make a schedule and stick to it
     Have a special place to study
     Listen and take notes
     Read assertively
     Improve test-taking skills
 Using Humor in Training
   Properly used relevant humor can produce a more
    favorable audience for the trainer.
 Why Training Sometime fails?
Orientation Training
 Recurring errors associated with orientation
  training:
   Insufficient Information
   Too much Information
   Conflicting Information
 Principles for providing effective training:
     Base orientation topics on a needs assessment
     Establish an organizing framework
     Establish learner control
     Make orientation a process, not just an event
Customer Training
 An old adage states
   “The customer is always right”

 Customer education has several aspects:
   Shaping customer expectations
   Providing user support
   Marketing

 Customer expectations are shaped by the
  promotional literature used in marketing the
  product.
Ethics Training
 Ethical behavior and the rationale for it can be
  taught.
 Ethics training is becoming increasingly
  important
   As the pressures of succeeding in an intensely
    competitive global marketplace grow.
 Following are a few recommendations:
   Stimulate discussion
   Facilitate, don’t preach

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Employee empowerment ppt @ mba 2009

  • 1. Employee Empowerment, Leadership & Change, Team building & Teamwork, Communication & Interpersonal Relations, Education & Training
  • 2. Major Topics  Employee Empowerment  Leadership and Change  Team Building & Team Work  Effective Communication  Education & Training
  • 4. Employee Empowerment Defined…  Employee Empowerment is Employee Involvement that matters.  It could also be defined as controlled transfer of authority to make decisions and take actions.  What is needed?  Successful implementation of empowerment requires change in corporate culture.  Does this mean Abdication?
  • 5. Rationale  An aspect of Working Smart  Empowerment is the key to motivation & Productivity.  It enables a person to develop personally & professionally.
  • 6. Inhibitors of Empowerment  Resistance from Employees & Unions  Resistance from Management  Insecurity  Personal Values  Ego  Management Training  Personality Characteristics of Managers  Exclusion of Managers  Workforce Readiness
  • 7. Management’s Role in Empowerment & Implementing Empowerment  Management’s Role:  Commitment  Leadership  Facilitation  Implementing Empowerment:  Development of Suggestion Systems (Fig 8.3)  Considering the Employees Point of View  Putting Vehicles in Place  Brainstorming  Nominal Group Technique (fig 8.4)
  • 8. Suggestion Systems - 1  Management’s Role:  Establishing Policy  Setting Up the System  Promoting the Suggestion System  Evaluating & Implementing suggestions  Rewarding employees  Improving the system..  Improving Suggestion Processing  Improving Individual Suggestions  Problem Identification
  • 9. Suggestion Systems - 2  Evaluating Suggestions  Though Employees make suggestions, final analysis is still to be made by manager.  Thus, Establish a formal rating system for evaluating suggestion systems.  Handling Poor Suggestions  Listen Carefully  Express Appreciation  Carefully explain your position
  • 10. Achieving Full Participation  Removing Hidden Barriers  Negative Behavior  Poor Writing Skills  Fear of Rejection  Inconvenience  Encouraging new Employees  Coaching Reluctant Employees  Assess  Investigate  Match
  • 11. How to Recognize Empowered Employees  Taking Initiative  Identifying Opportunities  Thinking Critically  Building Consensus
  • 12. Empowerment  Avoiding Traps:  Defining Power as Discretion & Self- Reliance  Failing to Properly Define Empowerment for Managers & Supervisors  Assuming Employees Have the skills to be Empowered  Getting Impatient Making the Transition from Traditional Approach  Beyond Empowerment
  • 14. Leadership Defined  Leadership is the ability to inspire people to make a total, willing and voluntary commitment to accomplish or exceeding organizational goals.  Leaders must  Overcome resistance to change  Broker the needs of Constituency groups  Establish an ethical framework  Characteristics  Balanced Commitment
  • 15. Leadership for Quality  Principles:  Customer Focus  Obsession with Quality  Freedom through Control  Looking for Faults in Systems  Teamwork  Continuing Education & Training  The Juran Trilogy:  Quality Planning
  • 16. Leadership  Motivation & Inspiration:  Understanding Individual Needs  Understanding Individual Beliefs  Leadership Styles:  In a total Quality setting, the most appropriate style might be called participative leadership taken to a higher level
  • 17. Building & Maintaining a Following  Popularity & the Leader  Not all good leaders are popular. Vice Versa applies.  Leadership Characteristics  Sense of Purpose, Self-Discipline, Honesty, Credibility, Commonsense, Stamina, Commitment, Steadfastness.  Pitfalls  Trying to be a buddy, Having an Intimate relationship with an employee, Trying to keep the
  • 18. Leadership Vs Management  Leadership & Management are two distinctive and Complementary systems of action. Management Leadership  Coping with Complexity  Coping with Change  Planning & Budgeting for  Setting the Direction for Complexity change  Develops capacity to  Aligns people to work carry out plans through toward the vision organizing & staffing  Ensures accomplishment  Motivates & Inspires of plans through controlling people to want to accomplish & Problem Solving the plan
  • 19. Leadership, Ethics, Change  Leadership & Ethics:  Setting high standards of ethical behavior is an essential task of leaders in a total quality setting.  Leadership & Change  Have a clear vision & corresponding goals  Exhibit a strong sense of responsibility  Be an effective communicator  Have a high energy level
  • 20. Change  Employees & Mangers on Change  Difficulty in Change  Different perceptions of employees & managers.  Hence, proper atmosphere should be created to accommodate change.  Restructuring & Change:  Be smart & Empathetic  Have a Clear Vision  Establish Incentives that Promote the Change
  • 21. How to Lead Change?  Change Facilitation Model:  A critical aspect of leadership in today’s globally oriented organization involves leading change.
  • 22. Team Building & Team Work
  • 23. Overview of Team Building & Teamwork - 1  What is a Team?  A team is a group of people with a common, collective goal.  Rationale for Teams  Primary reasons for advocating teamwork are:  Two or more heads are better than one.  People in teams get to know each other better, build trust & as a result help each other.  Teamwork promotes better communication.  A group of people become a team when the following conditions exist:
  • 24. Overview of Team Building & Teamwork - 2  Types of Teams  Department Improvement Team  Process Improvement Team  Task Force  Learning to Work Together  Factors influencing teamwork:  Personal Identity of Team members  Relationships among Team members  Identity within the organization  How to be a Member?
  • 25. Overview of Team Building & Teamwork - 3  How to be a Leader?  Be clear on the team’s mission  Identify success criteria  Be action centered  Establish the ground rules  Share Information  Cultivate Team Unity  Team Excellence & Performance  Interdependence, Stretching tasks, Alignment, Common Language, Trust/Respect, Shared
  • 26. Building Teams & Making them Work  Following are the factors that influence team building & should be taken care of:  Makeup & Size of Teams  Choosing Team Members  Responsibilities of Team Leaders  Other Team Members  Creating Teams Mission Statement  Developing Collegial Relationships  Promoting Diversity in Teams
  • 27. Four Step Approach to Team Building  Assessing Team Needs  Planning Team-Building Activities  Executing Team-Building Activities  Evaluating Team-Building Activities
  • 28. Character Traits & Teamwork  Following are few character traits required for Teamwork:  Honesty  Selflessness  Dependability  Enthusiasm  Responsibility  Cooperativeness  Initiative  Patience
  • 29. Teams are not Bossed – They are Coached  Bosses approach the job from  “I’m in charge – do as you are told perspective”.  Coaches are  facilitators of team development and continually improved performance.  Following are a few characteristics of a Coach:  Clearly Defined Character  Team Development/Team Building  Mentoring
  • 30. Handling Conflict in Teams  Resolution Strategies for Team Conflicts:  Plan & Work to establish a balanced culture  Establish clear criteria  Don’t allow individuals to build personal empires  Encourage & Recognize risk-taking behavior  Value constructive dissent  Assign people of widely differing perspectives  Reward and recognize both dissent & teamwork
  • 31. Structural Inhibitors of Teamwork  Commonly found structural inhibitors to teamwork in organizations are:  Unit Structure  Accountability  Unit Goals  Responsibility  Compensation & Recognition  Planning & Control
  • 32. Rewarding Team & Individual Performance  An organization’s attempt to institutionalize teamwork will fail unless it includes implementation of an appropriate compensation system
  • 34. Defnition of Communication  Communication is the transfer of message ( information,idea,emotion,intent,feeling or something else) that is both received and understood.
  • 35. Effective Communication  Effective Communication means that the message is received ,understood and acted on in the desired manner. It is higher order of communication.
  • 36. Strategies to communicate the importance of quality  1) Be optimistic and tie quality to the organization’s strategic direction  2) Consider the points of view of all sides when formulating your message.  3) Be positive ,honest and consistent-give every one the same message.
  • 37. Defnition of Listening  Listening means receiving the message,corretly decoding it and accurately perceiving what it means.
  • 38. Inhibitors of effective listening  Lack of concentration  Interruption  Preconceived ideas  Thinking ahead  Interference
  • 39. Improving the listening skills  Upgrade your desire to listen  Ask the right question  Judge what is really being said  Eliminate listening errors
  • 40. Communicating in Writing (Helpful Rules)  Plan before you write.  Be brief.  Be direct.  Be accurate.  Practice self – editing.
  • 41. Strategies for improving communication  Keep up to date.  Prioritize and determine time constrains.  Decide whom to inform.  Determine how to communicate.  Communicate and follow up.  Check understanding and obtain feedback
  • 43. Overview of Education, Training & Learning - 1  Training is  An organized, systematic series of activities designed to enhance an individual’s work-related knowledge, skills, and understanding.  Corporate America invests more than $45 billion per year in training.  Sources of Training:  In house training  External Training or a combination of both.  Numerous Instructional methods like
  • 44. Overview of Education, Training & Learning - 1  Types of training by Industry:  Customer Education  Sales Skills  Employee relations etc.,  Changing Role of Training  Mission of corporate Training is becoming the maximization of competitiveness through continual improvements.  Attitudes towards Training  Although interest levels don’t yet match those
  • 45. Rationale for Training  The rationale for training can be found in the need to compete.  Following are the important factors for “need for training”  Quality of the existing labor pool  Global Competition  Rapid & Continual Change  Technological Transfer Problems  Changing Demographics
  • 46. Training needs Assessment  It is most important to:  Train those who need it most  Ensure that the training provided is designed to promote the goals of the organization  Managers may become involved in assessing training needs at two levels:  Organizational Level  Individual Level  The most structured approach managers can
  • 47. Providing Training  Strategies for maximizing training resources:  Build in Quality from the start  Design Small  Think Creatively  Shop around  Preview & Customize  Internal Approaches  Computer Based training, Group instruction etc.  External Approaches  Enrolling employees in programs provided by public institutions.
  • 48. Evaluating Training  Evaluating Training begins with a clear statement of purpose.  To know where training has improved performance, managers need to know three things:  Was the training provided valid?  Did the Employees learn?  Has the learning made a difference?
  • 49. Managers as Trainers & Trainees - 1  Principles of Learning:  People learn best when they are ready to learn  People learn more easily when what they are learning can be related to something they already know  People learn best in a step-by-step manner  People learn by doing  The more often people use what they are learning, the better they will remember and understand it  Success in learning tends to stimulate additional
  • 50. Managers as Trainers & Trainees - 2  Four Step Teaching Method:  Preparation  Presentation  Application  Evaluation  Managers as Trainees:  Quality basics  Strategic Quality management  Quality Planning  Quality Improvement
  • 51. Workforce Literacy  Impact of Illiteracy on Industry:  Difficulty in filling high-skill jobs, lower levels of productivity, higher levels of waste etc.,  What Industry Can Do  Industry in United States has found it necessary to confront the literacy problem head-on.  Companies are doing this by providing remedial education in the workplace.  What Managers Should Know about Literacy Training
  • 52. Improving Learning  Teaching Study Skills  Make a schedule and stick to it  Have a special place to study  Listen and take notes  Read assertively  Improve test-taking skills  Using Humor in Training  Properly used relevant humor can produce a more favorable audience for the trainer.  Why Training Sometime fails?
  • 53. Orientation Training  Recurring errors associated with orientation training:  Insufficient Information  Too much Information  Conflicting Information  Principles for providing effective training:  Base orientation topics on a needs assessment  Establish an organizing framework  Establish learner control  Make orientation a process, not just an event
  • 54. Customer Training  An old adage states  “The customer is always right”  Customer education has several aspects:  Shaping customer expectations  Providing user support  Marketing  Customer expectations are shaped by the promotional literature used in marketing the product.
  • 55. Ethics Training  Ethical behavior and the rationale for it can be taught.  Ethics training is becoming increasingly important  As the pressures of succeeding in an intensely competitive global marketplace grow.  Following are a few recommendations:  Stimulate discussion  Facilitate, don’t preach