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Employee Empowerment and Involvement: Interpersonal Intervention By: Laura Buckner & Zoe Objectives To clarify the definitions, significance, obstacles and contents of empowerment and involvement. To understand differences between empowerment and employee Involvement.

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employee empowerment and involvement interpersonal intervention

Employee Empowerment and Involvement: Interpersonal Intervention

By: Laura Buckner

&

Zoe

objectives
Objectives
  • To clarify the definitions, significance, obstacles and contents of empowerment and involvement.
  • To understand differences between empowerment and employee Involvement.
  • To start learning how to empower and involve your employees/ get empowered and involved.
introduction
Introduction
  • What’s empowerment
  • “The extension of your wisdom and leadership.”
  • "empowerment" often refers loosely to processes for giving subordinates (or workers generally) greater discretion and resources: distributing control in order to better serve both customers and the interests of employing organizations
  • Empowerment in Chinese myth
components
Components
  • Workers

(motivated workers with the skill and desire to take on additionalresponsibility)

  • Managers

(managers willing to share power and facilitate employee development)

  • The bridge between the both
introduction cont
Introduction (cont.)
  • Why important (simplified version)

-- for you

-- for your peers and subordinates

-- for your company

-- (for Zoe)

introduction cont7
Introduction (cont.)
  • Why important (professional version)
  • Organization structure (flatter, respond quickly, teaming, flexibility)
  • Programs (TQM & Customer Services) (greater participation, information oriented)

GAME TIME~

obstacles from a perspective of managers
Obstacles-- from a perspective of managers
  • “ I don’t want to”

--- Why?

  • “I don’t like risks”

--- Why you think it is risky?

  • “I don’t know how”

--- some Tips (look at leadership training)

obstacles organizational improvement potential
Obstacles-- organizational improvement potential
  • Control and Commitment
  • Organizational Culture
  • Individual Acceptance
solutions 1 leadership training
solutions (1)-- Leadership training
  • “why not?!”
  • Your leadership model
  • Provide vision
  • Provide positive support and words of encouragement
  • Highlight exemplar behavior
  • Recognize incremental success
  • Share power based on individual needs and ability
solutions 2 selection and training
Solutions (2) -- Selection and Training
  • Selection

(willingness, decision-making, responsibilities, internal motivation)

  • Training

(skills, knowledge, and most importantly, employee commitment)

what workers can do
What workers can do?
  • Commitment
  • Self management
  • Communication with managers
  • Empower your boss and your company!
bridge
Bridge
  • Language
  • Attitudes
  • Trust
  • Corporate culture
  • Training
  • Clarified goals
slide14

GAME TIME~

  • Wind and trees (Trust)
  • “I make you feel important” (Communication)
involvement

Involvement

By Laura

what is it
What is it?
  • Employee Involvement- a participative style of management
    • Increase employee’s understanding
    • Utilize their talents
    • Enable them to influence decisions
    • Encourage their commitment
managements side
Managements Side
  • Sharing ideas and suggestions
  • Recognizing people’s contributions
  • Each idea is treated with respect, fairly evaluated and striving to implement every idea possible
  • Feedback and mentoring
  • All appropriately recognized
all levels
All levels
  • To employees
    • Carry out the goals that are implemented
    • Increases individual morale and motivation
  • Management
    • Clear purpose
  • Company
    • Strategic goal, satisfy customers, save money, morale, quality, safety
  • Generate positive, impact on satisfaction with supervision, work, and solidarity
different types of ei
Different types of EI
  • Indirect Involvement- A representative acts on behalf of employees, for example through collective bargaining or joint consultation
  • Direct Involvement- employees are involved in decisions about how they work, for example through quality circles or autonomous work groups.
models
Models
  • Tannenbaum and Schmidt: Continuum
    • Tell- The supervisor makes the decision and announces it to the staff. The supervisor provides complete direction
    • Sell- The supervisor makes the decision and then attempts to gain commitment from staff by “selling” the positive aspects of the decision
    • Consult- The supervisor invites input into a decision while retaining authority to make the final decision her/his self
    • Join- The supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process
when ei goes wrong
When EI goes wrong
  • Lack of comprehensiveness and intensity
  • Program implemented haphazardly
  • Unclear goals
  • Little commitment from employees and managers
delta airlines
Delta Airlines
  • Has one of the most advanced, high level employee involvement programs
  • Delta before employee involvement
  • Delta after employee involvement
  • Ford Co. Ford Motor Co. Employee Empowerment
connection to heroz and champy
Connection to Heroz and Champy
  • Heroz- Employee’s point of view of how to handle employee involvement and empowerment
  • Champy- Managers point of view on how to implement employee involvement and empowerment
    • Examples: