Empowering the Manager/Employee Workshop #ula2016

1. Empowering the Manager/Employee Workshop #ula2016

2. Mohammad Mirfakhrai& April LoveFaculty ServicesJ. Willard Marriott Library-University of Utahmohammad.mirfakhrai@utah.edu april.love@utah.edu

3. Organization of the Workshop • Introductions • Purpose of the workshop • Pretest • Film The Empowered Manager [30 minutes] • [10-15 minute break] • Post-film discussion • Post-questionnaire • Clarifying key concepts of empowerment • Questions & Wrap-up

4. Introductions Attendees introduce themselves to each other.

5. Purpose This workshop is designed to support individuals and organizations working to change the traditional roles of supervisors, managers, and employees.

6. Behavioral Objectives • Recognize how traditional bureaucratic structures shape people in the workplace to be cautious, safe and compliant. • Accept that empowerment can work in real life situations. • Prepare managers to understand and more effectively deal with reactions to empowerment efforts.

7. Behavioral Objectives • Confront one’s own personal dependency and begin to take responsibility for one’s work situation. • Support other managers and employees in the empowerment process. • Recognize the benefits of empowerment to people and organizations.

8. Takeaways • Develop a process and learn the benefits of taking responsibility for what you want & need. • Teach people about balanced change. • Understand communication styles between manager and employee. • Discuss and learn ways to increase partnership and shared responsibility.

9. Your Experiences Describe a time when you felt empowered either in your work or personal life.

10. What is Empowerment? What are your assumptions about what the term “Empowerment” means?

11. Peter Block Quotes “Within each of us is the ability to create an organization of our own choosing.” “Empowerment is not a new set of rules, it’s changing the rule makers. And that’s what’s radical about it.”

12. “We have to change everything.” Mikhail Gorbachev The Daily Record, Ellensburg, Washington April 26, 1990

13. Pretest • Handout--Prepare packet for the attendees. • 10 minutes for pretest • Show the film

14. Photo: Fredric Z. Saunders

15. Discuss the film. Attendees share their findings and discoveries from discussion break out sessions [flip chart]

16. Post Film Questionnaire • Take the Questionnaire.

17. “…that when the sea was calm,All boats alike show’d mastership in floating…”Coriolanus, Act IV, scene 3--William Shakespeare

18. Be Your Own Manager & Leader • Self management • Self motivation • Self evaluation • Self responsibility • Self respect

19. Individual Differences [see handout in packet]

20. Maslow's Hierarchy of Needs

21. Herzberg’s Two Factor Theory of Motivation

22. Maslow & Hertzberg

23. Douglas McGregor’s Theory of X and Y Managers

24. Pedagogy vs. Andragogy • X-theory: Pedagogy-how children learn • Y-theory: Andragogy -how adults learn [M. Knowles. The Adult learner. (1984)]

25. Empowerment

26. Empowerment Defined • A management practice of sharing and delegating information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance. • Empowerment is based on the idea that giving employees skills, resources, authority, creative opportunity, motivation, as well as holding them responsible and accountable for outcomes of their actions, will positively contribute to their competence and satisfaction. • Accountability has to be a two-way practice.

27. What If You Empowered Yourself? • Take control of your circumstances. • Promote your abilities to solve problems and achieve goals. • Contribute as an individual and as a team member (It’s not all about you.) • Take opportunities to enhance: • Perception and vision • Personal growth • Your sense of fulfillment

28. Lack of Empowerment Encourages a Culture of: • Compliance • Control • Dependency Equates to Bureaucracy Do you recognize any of these in your organization?

29. Bureaucratic Organization“Do What You Are Told” Director Department Manager Section Head Supervisor Project Leader Worker All “Bosses”— “Workers” are discounted.

30. Pancake or FlatBureaucratic Structure Supervisor Worker Worker Worker Worker Worker Worker

31. Choosing An Entrepreneurial Path • We choose between the status quo or the exceptional. • We choose between caution or courage. • We choose between dependency or authority.

32. More Than Just a Word…Entrepreneur = Thought + Action

33. SAS Airline Organizational Chart Worker WorkerWorkerWorker Supervisor Supervisor Section Head

34. The Entrepreneurial Mindset Individuals with entrepreneurial mindsets are often drawn to opportunities, innovation and new value creation. Survival involves innovative thinking.  Characteristics: • ability to take calculated risks. • williness to accept change and uncertainty.

35. What is Vision? • A vision expresses our values and what we hope to contribute. • A vision is your preferred future, as a desirable state, an ideal state. It is an expression of optimism. • A vision is really a dream created in our waking hours of how we would like our organization to be.

36. Why Is Vision Important ? Creating a personal vision of our job forces us to take a stand for our preferred future.

37. Empowerment = Commitment • Willing to be the problem solver if needed… can make the final decision. • Takes responsibility for solving problems and how they are solved.

38. Questions

39. Workshop Evaluation

40. References • Cross, K. P. Adults as Learners: Increasing Participation and Facilitating Learning. Jossey-Bass: 1992. • De Carolis, D. M. We Are All Entrepreneurs: It's A Mindset, Not A Business Model. Forbes. ForbesWomanJAN 9, 2014. • Knowles, M. The Adult Learner: A Neglected Species (3rd Ed.). Houston, TX: Gulf Publishing: 1984. • Mirfakhrai, M. H. Correlations of job satisfaction among academic librarians in the United States. Journal of Library Administration. (1991). • http://www.mindful.org/deep-listening/#