Chapter 8 Empowerment and Delegation California State.ppt

empowermentanddelegation,distinguishbetweendelegationproblem,notindividuals.,copyright(c)2005prenticehall,19,provideadequatesupport,return,specifythegoalnotpreferredmethodsdonotmicromanagesupportsubordinatesinthechoiceoftheirownmethodstoaccomplishresults,copyright(c)2005prenticehall,20,focusaccountabilityonresults,return,primaryreasontoassigningresponsibilitiesillgetbacktoyoulater.”managernowhastofollowupwiththeemployeemanagersignalsupwarddelegationisok,copyright(c)2005prenticehall,24,avoidupwarddelegation,return,empowermentenablesotherpeopletoact:itleavesthemfeelingstrong,capable,andcommitted“getworkdonethroughotherpeople”broadparticipationandaccountabilityinvolvementindecisionmakingflexibleresponse,copyright(c)2005prenticehall,25,empowermentapsychologicalperspective,fivecoredimensionsofempowerment,self-efficacyself-determinationpersonalconsequencesmeaningfulnesstrust,copyright(c)2005prenticehall,26,selfefficacy:limitedtoextensiveselfdetermination:limitedtoextensivepersonalcontrol:limitedtoextensivemeaningfulness:limitedtoextensivetrustinmanagement:limitedtoextensivegrowthorientation:limitedtoextensive,copyright(c)2005prenticehall,27,buy-inofsupervision&operatingpersonnel:limitedtoextensive,asenseofpersonalcompetencebeliefthattheyhavetheabilitytoperformthetaskbeliefthattheyarecapableofputtingforththeeffortbeliefthatnooutsideobstacleswillpreventthemfromaccomplishingthetask,copyright(c)2005prenticehall,28,self-efficacy,return,asenseofpersonalchoicechoicesaboutthemethodsusedtoaccomplishataskchoicesabouttheefforttobeexpendedchoicesaboutthepaceoftheworkchoicesaboutthetimeframe,copyright(c)2005prenticehall,29,self-determination,return,senseofhavingimpactfeelingofactivecontrolbringstheenvironmentintoalignmentwithwishesfeelingofpassivecontrolwhishesarebroughtintoalignmentwiththeenvironment,copyright(c)2005prenticehall,30,personalconsequences,return,senseofvalueintheactivityvaluethepurposeorgoalsoftheactivityitcountsintheindividualsvaluesystemcreatesasenseofpurpose,passion,ormissionthisisnotthesameaspersonalbenefit,copyright(c)2005prenticehall,31,meaningfulness,return,senseofsecurityfeelingthattheywillbetreatedfairlyandequitablyencouragesthedevelopmentofrelationshipsallowspeopletoactinaconfidentandstraightforwardmanner,copyright(c)2005prenticehall,32,trust,return,copyright(c)2005prenticehall,33,relationshipbetweendimensionsandprescriptionsforempowerment,self-efficacy(competence),self-determination(choice),personalconsequence(impact),trust(security),meaningfulness(value),visionandvalues,personalmasteryexperiences,model,provideresources,provideinformation,providesupport,emotionalarousal,connecttooutcomes,createconfidence,copyright2002,prenticehall,33,vision&values:defusetoclearlydefinedpersonalmasteryexperiences:limitedtoincrementallyscaled(smallwins)modeling:limitedidealmodelsvs.broadmodelingofdesiredbehaviorsupport:limitedtoextensive(bothpsychologically&institutionally)emotionalarousal:passivetoactive(systematicallyaddressed)information:limited(needtoknow)toextensive(broadaccessibility)resources:constrainedandrigidtobroadlyavailable&flexibleconnectiontooutcomes:limitedfeedbacktobroadscalefeedbackonconsequencesconfidence:limitedgenerationtobroadgeneration,copyright(c)2005prenticehall,34,leadershipprocesses:passivetoactive,articulateaclearvisionandgoalsforothersfosterpersonalmasteryexperiencessuccessfullymodelthebehaviorsyouwantotherstoachieveprovideneededsupporttootherpeoplearousepositiveemotionsamongothersprovideinformationneededbyotherstoaccomplishtheirwork,copyright(c)2005prenticehall,35,behavioralguidelines,clearlyarticulatethedesiredresultsexplainwhythetaskisimportantpointoutthepersonalbenefitsconnectiontotheorganizationmission,copyright(c)2005prenticehall,36,beginwiththeendinmind,return,articulateaclearvisionandgoals,specificmeasurablealignedrealistic/reachabletime-bound,copyright(c)2005prenticehall,37,return,provideresourcesneededforotherstoaccomplishtheirworkconnectothersworktooutcomesandeffectscreateconfidenceamongothersfollowthedelegationmodel,copyright(c)2005prenticehall,38,supportivesteps,createconfidence,reliabilityconsistent,dependable,andstablefairnessstandardsareclearandenforcedconsistentlycaringshowconcernfortheworkersopennessnoharmfulsecretsexistcompetence,copyright(c)2005prenticehall,39,return,clarifyconsequencesoftasksespeciallyrewards,subordinatesareusuallymoremotivatediftheconsequencesandrewardsareclearlyidentified.,copyright(c)2005prenticehall,40,return,dynamicsofempowerment,copyright(c)2005prenticehall,41,structure(degreeofdelegation&resourcesupport,developmentofpersonnelateachlevel(ability,experience&education,overtime,theinterdependencebetweenempowermentandability/experience/educationmaysupportacontinuousexpansionoftheinterrelationship,oracontraction.theserelationshipsmaymovetoanequilibriumovertime(lessandlessinfluenceeachcycle),orcontinuousexpansionofinfluenceresult:implosion(deterioratingperformance),orexplosion(anexponentialimprovementofperformance).,copyright(c)2005prenticehall,42,relationships:statictodynamic,thedegreethatthedynamicsofempowermentcreatesanincreasinghigherlevelperformanceturnsonstructure,developmentofpersonnelandbuy-inofpersonnelatalllevels.ifthereisalackofbuy-inatanylevel,thispotentiallybringstheprocesstoahalt.ifperformancedoesntimproveovertime,theexperimentinempowermentislikelytobeabandoned.,copyright(c)2005prenticehall,43,interdependenceofempowermentprocess,theempowermentprocessrequiresasimultaneousadjustmentbetweenhigherandmiddlelevelmanagementandstaffgroupsandlowermanagement&operatinggroups.management&staffgroupsmustshiftfromacontrol-directingfocustoasupportive-facilitatingfocus.lowerlevelmanagement&operatinggroupsmustmovefromanimplementingwithinformalconstraintsfocustoexercisingdecisiondiscretionaccepttheassociatedresponsibilityforsuccessorfailure.,copyright(c)2005prenticehall,44,simultaneousadjustments,simplertounderstandandachievethanasustainedreengineeringandcontinuousdynamicprocessofempowerment.inastaticapproach,thelevelofempowermentisshapedbymanagementjudgmentsoftheabilityandexperienceofthelowerlevelpersonneltheleveloflowerlevelbuy-inontheprocess,copyright(c)2005prenticehall,45,onetimeorepisodicreengineering,thejudgmentsarelikelytobethatlowerlevelpersonnelhaveneithertheability,experiencenororientationtoacceptbroaderempowerment.initialeffortsatempowermentarelikelytosupportthisperspectiveatransitionperiodisrequiredforemployeestotestouttheintegrityofmanagementandtoexplorehowtheyaretoutilizetheexpandedscopefordecisions.,copyright(c)2005prenticehall,46,wherelowlevelsofempowermentexist,boththeprocessandendpointsareunstructured.asgreaterempowermentoccurs,isaccepted,andpersonneldeveloptomeetthenewopportunitiesanddemands,thissupportsfurtherempowermentprocesses.thisrequiresacontinuousshiftintherolesofmanagementandstaffgroupsastheyrelaxcontrols,andshifttoasupportive,facilitativerole.itrequiresonthepartoflowerlevelpersonnelcontinuousgrowtha