Speaker : Dr.

Nay Zin Latt

Chairman
Business Group
Hotel Group.

Venue : India
Date : 10.10.10
Empowerment and Delegation
What’s the best way
to “hand over the reins”?
 Empowerment
• Empowerment enables other people to act: it
leaves them feeling strong, capable, and
committed
– “Get work done through other people”
– Broad participation and accountability
– Involvement in decision making
– Flexible response
 Many Employees Today Feel
Powerless

What I think doesn’t count

very much anymore

Most people in power will take

advantage of people like me 1992
1985
The people in charge don’t
care what happens to me 1972

I’m left out of things going on

around me

0% 20% 40% 60% 80%

 Power vs. Empowerment
Power Empowerment
• External source • Internal source
• Ultimately, few people • Ultimately, everyone can
have it have it
• The capacity to have • The capacity to have
others do what you want others do what they
• To get more implies want
taking it away from • To get more does not
someone else affect what others have
• Leads to competition • Leads to cooperation
 Five Core Dimensions of
Empowerment
• Self-efficacy – “I can do my work”
• Self-determination – “I can figure out what
work to do”
• Personal consequences – “The outcomes of
my work matter”
• Meaningfulness – “My work is important”
• Trust – “I have the skills and resources I need
to do my work”
 Ways to Empower Others
• Articulate a clear vision and goals
• Help them to master challenges
• Model the correct behavior
• Provide support
• Arouse positive emotions
• Provide good information
• e ? i n g?
Provide necessary resources
g re s s
a i
• Connect to outcomes
o u sm
y in g
Do e t h
• Be fair, reliable, open,
Ar
caring, and competent

7
 Relationship Between Dimensions and
Prescriptions for Empowerment

Self-Efficacy (competence) Vision and Values

Personal Mastery Experiences

Self-Determination
(choice) Model

Personal Consequence Provide Support

(impact)
Emotional Arousal

Meaningfulness (value) Provide Information

Provide Resources
Trust (security)
Connect to Outcomes

Create Confidence
 Delegation

• Not just handing off work you don’t want

to do
• Things to consider when delegating:
– qualifications of subordinate
– necessity of employee commitment
– expansion of employee capabilities
– evidence of shared values and perspectives
– sufficient time for delegation
 Advantages of Delegation
• Increases manager’s discretionary time
• Develops subordinate capabilities
• Demonstrates confidence in delegates
• Enhances commitment of delegates
• Improves decision making
• Increases efficiency
• Fosters work integration by manager
coordination
Guidelines for Effective Delegation

• Be clear about desired ends

• Delegate completely
• Allow participation in delegation
• Establish parity between authority and
responsibility
• Work within the organizational structure
 Guidelines for Effective Delegation
(cont.)
• Provide adequate support
• Focus accountability on results
• Delegate consistently
• Avoid upward delegation
• Clarify consequences of tasks, especially
rewards
Teams and Teamwork
How do we get
the job done together?
 A Team Is...
• a small number of people
• with complementary skills
• having a common purpose
• with clear goals
• and shared accountability
• who are committed to accomplishing
something.
 Teams outperform individuals
when performance requires:

• multiple skills
• multiple judgments
• broad experience
• free communication flow
 Teams require a paradigm shift...
• self-awareness of individual identity, role,
skills, is essential
• problem solving becomes a way of life
• ongoing development of skills is required
• good communication skills are critical
• empowerment is the energy of teams
• conflict is just part of the process
• developing process skills is required
 Teams...
• require a merging of individual accountability and
mutual accountability
• naturally integrate performance and learning, and are
the best vehicle for fostering “learning organizations”
• must understand and master the team process in order
to be effective and survive
– by being aware of team’s stage, you can anticipate
problems and proactively solve them
 Stages of Team Development

Forming Conforming Storming

Adjourning:
•Task completion
Performing Leader:
•Bring closure
•Signify completion
 Effective teams promote...
• Cooperation
– promotes achievement, excellence, and
productivity
– takes advantage of all skills in group
• Trust
– reciprocal faith that leads to respect,
communication, support, fairness, predictability
and competence
 Effective teams promote...
• Cohesiveness
– a sense of “we-ness” which is socio-emotional and
instrumental
– raises team morale by increasing feeling of
belonging
– improves productivity by increasing commitment
to team goals
 Effective Team Leaders
• Demonstrate integrity
• Are clear and consistent
• Create positive energy
• Use commonality and reciprocity
• Manage agreement and disagreement
• Encourage and coach
• Share information
 Effective teams have...
• a small group size
• skilled individuals
• an ability to combine skills
• a commitment to a common approach
• motivating tasks
• minimal status differences; when present, they are
based on contributions
• a way to meet group member’s socio-emotional needs...
 Effective teams have...
• goal accomplishment
• reduced supervision, replaced by mutual
accountability
• group regulation of behavior
• performance that is acceptable to customers
• viability linked to satisfaction and a desire to
contribute
 Management Skills for High
Performing Teams
Leading Teams
- develop credibility
- articulate a vision
Team Membership
- play task facilitation roles
- play relationship building roles
- provide feedback
Team Development
- diagnose stage development
- foster team development and
high performance
High Performing Teams
- desired outcomes
- shared purpose
- accountability
- blurred distinctions
- coordinated roles
- efficiency and participation
- high quality
- creative continuous
improvement
- credibility and trust
- core competence