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EMPLOYEE EMPOWERMENT
Employee Empowerment Defined
• It is a management approach wherein decision-making is shared with the subordinates.
• It pertains to an organizational state where employees are given the responsibility to make
improvements and the authority to make changes in the organization.

EXAMPLE: Line workers at Toyota Corporation can intervene in the production process to stop
defective cars from coming off the assembly line. The managers must make sure that the subordinates
have the training, tools, resources, and time required to make effective decisions. The goal is to create
a work culture in which employees are confident and knowledgeable enough to work without
supervision.

Rationale for Empowerment

The importance of empowerment to the organization can be summarized in the following points:
• Improved Work Outcomes. An empowered employee is attentive to details, efficient, and self-
confident since s/he doesn't need to stop working and consult a manager every time a decision
must be made.
• Increased Employee Satisfaction. An empowered employee finds his/her job satisfying since s/he
has a voice in the execution of his/her tasks.
• Cost Benefits. Empowering employees improves employee retention resulting to lesser cost
incurred by the organization in terms of recruiting, hiring, and training of new employees.
• Career Development. Empowering employees provides opportunities for the employees to develop
their skills and take on greater challenges and roles in the organization.

Inhibitors of Empowerment
• Resistance from employees and unions. Employees always resist change and even positive change
can be uncomfortable for employees because it involves a new unfamiliar territory. Unions usually
resent a new idea proposed by the management and they become suspicious in management’s
motives in implementing empowerment programs and how it will affect their future.
• Resistance from management. Managers may feel insecure because they perceive that full
implementation of employee empowerment will diminish their power as the boss. The ego of
managers by not accepting initiatives from employees and their personal belief that employees should
only follow orders from the boss may also hamper empowerment.

Manager’s Roles in Empowerment

The manager’s roles in empowerment are as follows:
• Commitment. A manager consistently supports empowerment programs and reinforces them in
tangible ways.
EXAMPLE: Google offices serve free food for day and night for all employees through “Google Cafés”
which are designed to encourage interactions between employees within and across teams, and to
spark conversation about work. It is one of the initiatives of Google that targets to increase employee
satisfaction in their work environment which may eventually lead to empowerment.
• Leadership. A manager promotes empowerment by being a consistent role model, mentor, and
trainer.

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EXAMPLE: Apple company has established 400 Apple distinguished schools in 29 countries all over the
world to promote leadership and educational excellence that demonstrates Apple’s vision for learning
with technology. This shows how Apple consistently applies leadership through empowering the next
generation of leaders.
• Facilitation. A manager constantly monitors employees to ensure that they are being empowered and
acts quickly on employee recommendations.
EXAMPLE: Jeff Bezos, the CEO of Amazon believes that it is important to empower people in order to
avoid bureaucracy in the organization. Amazon also believes in the capabilities of individuals and small
groups in their organization to make high judgement in decision-making. Through this culture, the
company was able to innovate based on employee recommendations that bring them their success
today.

Implementing Empowerment
The widely used methods in the implementation of employee empowerment are as follows:
• Brainstorming. The process requires managers to serve as facilitators in drawing out
recommendations from group members. Participants are encouraged to share ideas that would
contribute in the process improvement of the organization. In this method, all ideas are considered
valid. After all ideas have been recorded, the participants will go through the list one item at a time,
weighing the relative merits of each. The process of selection will be repeated until the group
decides on the most effective idea that would help improve the current practices of the
organization.
• Nominal Group Technique. It is a sophisticated form of brainstorming involving five (5) steps. In the
first step, the manager states the problem. In the second step, each group member silently records
his or her ideas. In the third step, the ideas of individual members are made public by asking each
member to share one idea with the group. The ideas are recorded on a marker board or flipchart.
At this point, there is no discussion among group members. The process is repeated until all ideas
have been recorded. Taking the ideas one at a time from group members ensures a mix of recorded
ideas, making it more difficult for members to recall what ideas belong to which individual. In the
fourth step, recorded ideas are clarified to ensure that group members understand what is meant
by each. In the final step, employees silently vote their five (5) favorite ideas by recording them
separately in a 3 x 5 card.
• Quality Circles. It is a group of employees that meets regularly for the purpose of identifying,
recommending, and making workplace improvements.
• Suggestion Boxes. This involves placing of vessels in convenient locations into which employees
may put written suggestions for the process improvement of the organization.
• Walking and Talking. It requires managers to simply walk around the workplace and solicit inputs
or suggestions from the employees for the process improvement of the organization.

How to Recognize Empowered Employees

Managers may recognize empowered employees through the following comparisons:
• Waiting to be told versus taking the initiative. Empowered employees face ambiguous situations
by taking the initiative to define the problem, consider alternative solutions, and move ahead with
a solution rather than wait for an order from the management to do so.

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• Seeing only problems versus seeing opportunities. Empowered employees treat problems as
opportunities for improvement, learning, and professional growth rather than complain about the
problem and do nothing.
• Accepting input at face value versus thinking critically. Empowered employees apply logic, use
reasoning, and apply their experience to challenge assumptions rather than accept an input without
analyzation.
• Pass decisions up the line versus building consensus for solutions. Empowered employees take the
initiative to propose for solutions rather than pass the ball to the management to make decisions.

Empowerment Errors to Avoid

The following precautions will help organizations avoid the most common empowerment errors:
• Unclear meaning of empowerment. Managers must establish a certain level of boundary or
limitation to the employees in applying the concepts of empowerment. For instance, employees are
given the task to ensure high customer satisfaction. In doing so, a decision must be made that would
require huge amount of expenses for the company. In this case, the decision must still be made by
the management.
• Lack of training of the employees. Managers must provide training for all the employees in the
aspect of critical thinking and good decision-making. The training must include hands-on simulations
that reflect the types of situations employees are likely to face and the types of decisions they may
have to make when empowered.
• Lack of patience in the implementation of empowerment. Managers must extend patience in the
implementation of empowerment since employees need time to develop their skills, attitudes, and
perspectives in an empowered way.

References:
Adkins, W. (2017). The advantages of employee empowerment. Retrieved May 11, 2018 from
https://careertrend.com/advantages-employee-empowerment-4894.html
Education - Apple distinguished schools. (n.d.). Retrieved May 11, 2018 from
https://www.apple.com/ph/education/apple-distinguished-schools/
Heizer, J., Render, B., & Munson, C. (2017). Operations management: Sustainability and supply chain
management (12th ed.). Boston: Pearson Education, Inc.
ASQ.org. (n.d.). Nominal group technique (NGT). Retrieved May 11, 2018 from http://asq.org/learn-about-
quality/idea-creation-tools/overview/nominal-group.html
Krajewski, L., Malhotra, M. & Ritzman, L. (2016). Operations management: Process and supply chains.
United States of America: Courier Kendallville.
Mullaney, T. (2017). 5 key business lessons from Amazon's Jeff Bezos. Retrieved May 11, 2018 from
https://www.cnbc.com/2016/05/13/5-key-business-lessons-from-amazons-jeff-bezos.html
Stevenson, J. (2015). Operations management (12th ed.). New York: McGraw-Hill Education.
Strickland, J. (n.d.). How the Googleplex works. Retrieved May 11, 2018 from
https://computer.howstuffworks.com/googleplex2.htm

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LEADERSHIP AND CHANGE FOR QUALITY

Leadership for Quality

Leadership for quality is based on the philosophy that continually improving people, processes and
products will eventually increase value, productivity, service, market share, longevity, return on
investment and business expansion.
Characteristics of Quality Leaders
The characteristics possess by quality leaders are as follows:
• Sense of Purpose. Successful leaders know their areas of responsibility that will contribute to the
organization’s success.
• Self-discipline. Successful leaders avoid negative self-indulgence and inappropriate displays of
emotion such as anger.
• Honesty. Successful leaders are open and upfront with other members of the organization and
with themselves.
• Credibility. Successful leaders are consistent and fair in adhering to the same standards of
performance and behavior expected of others.
• Common Sense. Successful leaders know what is important in a given situation. They know when
to be flexible and when to be firm in making decisions.
• Stamina. Successful leaders maintain energy, endurance, and good health.
• Steadfastness. Successful leaders are committed to finish a task despite of difficulty.
Leadership Styles
A leadership style is a leader’s way of providing direction, implementing plans, and motivating people.
The leadership styles which can be observed at different organizations are as follows:
• Autocratic Leadership. It is also called directive or dictatorial leadership. Leaders who take this
approach make decisions without consulting the employees. Leaders always provide orders and
expect that employees will comply obediently.
• Democratic Leadership. It is also called consultative or consensus leadership. Leaders who take
this approach involve the employees in decision making. The leader will only make the final
decision after receiving the inputs and recommendations of team members.
• Participative Leadership. It is also known as open or non-directive leadership. Leaders who take
this approach exerts little control in the decision making process. The leader allows the team
members to develop strategies and solutions to the problem of the organization.
• Goal-Oriented Leadership. It is also called results-based or objective-based leadership. Leaders
who take this approach ask team members to focus solely on the goals at hand. The leader only
gives attention to strategies that make a definite and measurable contribution in accomplishing
organizational goals.
• Situational Leadership. It is also known as fluid or contingency leadership. Leaders who take this
approach selects the leadership style that seems to be appropriate based on the circumstances
that exist at a given time. The leader will consider several factors like his relationship with the
employees when deciding on the best leadership style.

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Leadership Style in a Total Quality Setting

The appropriate leadership style in a total quality setting is the participative leadership taken to a higher
level. Whereas participative leadership in the traditional sense involves soliciting employee input, in a
total quality setting it involves soliciting input from empowered employees, listening to that input, and
acting on it.
Employees and Manager on Change
Change is an inevitable circumstance faced by organizations from time to time. In order to respond
effectively to change, organizations must continually apply the following approaches:

• Understand the Employees’ Point of View. Managers must show concern to the employees on a
personal level. Managers must be fair, equitable, and honest with employees and must provide
support to those individuals who will be the primary change agents in the organization.
• Use Incentives to Promote the Change. Managers should promote change by establishing
incentives for contributors to that change. Incentives can be monetary or nonmonetary that
should motivate employees on a personal level.
• Train the Employees. Managers must increase the intensity of training to ensure that employees
have the skills required during and after the transition period.

How to Lead Change

The following steps for change implementation is designed to help leaders systematically overcome the
various factors that inhibit organizational change:

• Develop a Change Picture. Leaders must develop a clear picture of what the organization is going
to look like after the change. They must also be able to articulate the goal of the organization in
implementing change.
• Communicate the Change Picture to Stakeholders. Leaders must deliver the change picture in
writing to ensure that everyone in the organization gets the same message. Afterwards, the
managers must organize a meeting to provide an opportunity for all the employees to ask
questions, seek clarification, state concerns, and vent feelings which is critical in order to achieve
the success of the change initiative.
• Conduct a Comprehensive Roadblock Analysis. Leaders must conduct face-to-face meetings with
the employees in order to identify all potential roadblocks that might impede implementation of
the change initiative. It is important that employees support the initiative so they will participate
in eliminating the roadblocks during the carrying out of change.
• Implement the Change. Leaders must design a plan that contains a comprehensive list of all tasks
that have to be completed, schedule and deadlines of each task, and a responsible party assigned
for each task.
• Monitor and Adjust. Leaders must closely monitor the progress of change implementation and
quickly take any action necessary to remove barriers or make some adjustments to keep the
process moving.

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Best Practices in Leadership

Leaders must use the following strategies in order to promote the best leadership practices:
• Keep the organization’s vision and values uppermost in your mind. Leaders must always consider
the core values and guiding principles of the organization when considering a recommendation
from a follower. Every action or step that a leader will take must always be aligned with the
organization’s objectives.
• Encourage, promote, and reinforce truth telling. Leaders must look for advisors who would
honestly tell the truth no matter what the situation is, even when faced with an issue. They may
encourage truth telling by listening to their advisors even if what they hear runs counter to what
they would like to hear.
• Set the right example. Leaders must lead by example in terms of being the role model of what
they profess to believe. They must make sure that all their actions are aligned with the principles
of the organization.
• Delegate duties and responsibilities. Leaders should delegate responsibilities to their
subordinates in order to ensure that all tasks will be fulfilled based on a set timeline. They must
also monitor the progress of the assigned tasks to make sure that they are accomplished based
on the correct and acceptable standards.

Leaders as Mentors
One of the best ways to help people improve is to mentor them. Mentoring can provide a number of
benefits for the employees and for the organization as a whole.

The following are the potential benefits of mentoring:

• Facilitates relationship building and improves teamwork

• Gives employees a stronger connection to the organization
• Promotes communication
• Enhances employee performance
• Improves the organization’s retention rate
• Develops the next generation of leaders
• Enhances employee job knowledge and skills

References:
Hasan, S. (2018). Top 10 leadership qualities that make good leaders. Retrieved May 3, 2018 from
https://blog.taskque.com/characteristics-good-leaders/
Heizer, J., Render, B., & Munson, C. (2017). Operations management: Sustainability and supply chain
management (12th ed.). Boston: Pearson Education, Inc.
Stevenson, J. (2015). Operations management (12th ed.). New York: McGraw-Hill Education.
McClarie Group - The 3 leadership qualities of Abraham Lincoln. (2017). Retrieved May 4, 2018, from
https://mcclariegroup.com/the-3-leadership-qualities-of-abraham-lincoln/
Wax, D. (n.d.). How to lead change in your organization. Retrieved May 4, 2018, from
https://www.lifehack.org/articles/featured/how-to-lead-change-in-your-organization.html

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TEAM BUILDING AND TEAMWORK

Overview of Team Building and Teamwork

• Team – it pertains to an interdependent group of employees who unite around a particular task,
project, or objective.
• Teamwork – it pertains to the collaborative effort of a group of individuals to achieve a common goal
or to complete a task in the most effective and efficient way.
• Team Building – it refers to the various activities undertaken to motivate team members and increase
the overall performance of the team.

Building Effective Teams

In order to build an effective team, leaders must follow the necessary steps below:

1. Establish leadership. Team leaders must exercise their leadership skills by promoting honesty and
transparency in the workplace as the foundation in building a team.
2. Establish relationships with each employee. Team leaders must identify the potential team members
by assessing the skill set of the employees. This will help team leaders match each employee’s expertise
and competencies to specific problems, which will help increase employee’s productivity and job
satisfaction.
3. Build relationships among employees. Team leaders must examine the collaboration of team
members and must support in the improvement of communication, cooperation, and trust among the
team. This will help minimize conflicts among team members.
4. Foster teamwork. Team leaders must encourage team members to share information among
themselves and the wider scope of the organization. This will encourage team spirit and cooperation
among the members of the team.
5. Set ground rules for the team. Team leaders must set team policies and promote team values in
order to establish order within the group.

Characteristics that Promote Successful Teamwork

The characteristics that must be possessed by individuals in order to promote successful teamwork are as
follows:

• Selflessness. It pertains to the willingness of an individual to put the team’s interests ahead of their
own.
• Dependability. It refers to being reliable in accomplishing tasks efficiently in consistent manner.
• Enthusiasm. It is the eagerness of an individual to accomplish tasks with team spirit.
• Responsibility. It pertains to being accountable for their actions, decisions, and performance.
• Cooperativeness. It pertains to the ability of an individual to work together towards a common goal.
• Resourcefulness. It is the initiative of an individual to propose ideas and find ways to accomplish
the tasks in spite of an apparent lack of resources.
• Perseverance. It pertains to the personal outlook of the people to remain positive in overcoming
obstacles that they may encounter.

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Teams are Coached - Not Bossed

Managers and supervisors need to realize that members of the team must be coached and not be bossed
around. Bosses are only in-charge to plan work, provide orders, monitor programs, and evaluate individual
performances. Bosses approach the job in commanding the team and reprimanding mistakes. Coaches
are the facilitators of team development to continually improve performance. Coaches approach the job
from the perspective of leading the team in such a way that it achieves peak performance levels on a
consistent basis.

Handling Conflict in Teams

Team leaders must handle conflict by following the three-stage process below as a form of mediation
procedure:

• Step 1: Prepare for Resolution – team leaders must acknowledge and discuss the conflict focusing
on its impact towards team dynamics and performance. Both parties involved must agree to
cooperate in order to resolve the conflict. Most importantly, the team leader must keep the
communication open throughout the process of resolving the conflict.
• Step 2: Understand the Situation – team leaders must clarify the position of those involved in the
conflict and make sure that everyone’s point of view is heard and understood. The team leaders
must list facts, assumptions, and beliefs underlying each position, which must be analyzed and
dissected by smaller groups of the team. After the group dialogue, uncover the facts and
assumptions to allow people to step away from their emotional attachments and see the issue
more objectively.
• Step 3: Reach Agreement – the team must decide what decisions or course of action to take in
order to reach an agreement among the group. Team leaders must make sure that the team is
committed to work with the outcome of the proposed analysis and evaluation.

Rewarding Team and Individual Performance

The most successful compensation systems combine both individual and team pay as follows:

• Individual-based compensation. It is the fixed amount of money or the traditional regular pay of
an employee.
• Individual incentive compensation. It pertains to the additional income of an employee, which
s/he receives on top of the base pay for surpassing goals set for his/her individual performance.
• Team-based incentive compensation. It refers to the additional income received by employees
on top of other company benefits for hitting a goal set for team performance.
• Non-monetary rewards. It pertains to other tangible rewards that employees receive apart from
money like movie tickets, gift certificates, concert tickets, airline tickets, and electronic or
household products among others.
• Intangible rewards. It pertains to the rewards that employees receive in the form of recognition
and appreciation for a good performance. The recognition strategies include creating a “Wall of
Fame” in the office to honor outstanding performance, designating the best parking space in the
lot for the “Employee of the Month,” and publicly acknowledging the efforts of the employee.

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References:
Cardinal, R. (2015). 5 steps to building an effective team. Retrieved on May 10, 2018 from https://www.
huffingtonpost.com/rosalind-cardinal/5-steps-to-building-an-effective-team_b_7132406.html

Nailia, S. (n.d.). Resolving team conflict. Retrieved on May 15, 2018 from https://www.mindtools.com
/pages/article/newTMM_79.htm

Stevenson, J. (2015). Operations management (12th ed.). New York, NY: McGraw-Hill Education.

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EFFECTIVE COMMUNICATION

The Role of Communication in Total Quality

Effective communication is fundamental in facilitating the following key elements of the total quality
concept:

• Customer Focus. Effective communication is vital to determine the needs of customers through
listening, asking, observing, and probing, while simultaneously being mindful of the details and
the delivery of message to the customers.
• Total employee involvement and empowerment. Effective communication is essential in
establishing a workplace environment that promotes open and frank communication.
• Leadership. Effective communication is important in effective leadership since managers must
communicate with employees about the organization’s goals and how accomplishing these goals
will help employees accomplish their own personal goals.
• Teamwork. Effective communication is significant in forming effective teams since team members
must continually communicate team goals among themselves, with managers and other teams.

Understanding Communication as a Process

Communication – it is a two-way process wherein the message in the form of ideas, thoughts, feelings,
opinions is transmitted between two (2) or more persons with the intent of creating a shared
understanding. The components of communication are as follows:

• Sender. It refers to the originator or source of the message.

• Receiver. It is the person or group for whom the message is intended.
• Message. It refers to the information, idea, feeling, or intent that is to be conveyed, understood,
accepted, and acted on.
• Medium. It is the vehicle used to convey the message. There are four (4) basic categories of media:
o Verbal category – it includes face-to-face conversations, telephone conversations, speeches,
public address announcements, press conferences, and other approaches for conveying the
spoken word.
o Nonverbal category – it includes gestures, facial expressions, and body language.
o Written category – it includes letters, memorandums, billboards, bulletin boards, manuals,
books, and any other method of conveying the written word.
o Electronic category – it includes the transmission of digital data as well as any other form of
electronic transmission that can be converted into a message understood by humans.

Recognizing Inhibitors of Communication

The most common inhibitors of effective communication are as follows:

• Differences in meaning. It can cause problems in communication because people have different
backgrounds, levels of education, and cultures. As a result, words, gestures, and facial expressions
could have different meanings to different people.
EXAMPLE: In the Philippines, a headshake is a sign of disagreement and a nod is a sign of
agreement while in India, a headshake during a conversation is a sign of agreement and a nod is
a sign of disagreement to a particular condition.

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• Lack of Trust. It can cause problems in communication when receivers do not trust senders
because they may be overly sensitive and guarded. As a result, they might concentrate so hard on
reading between the lines and looking for hidden agendas that they miss the message.
EXAMPLE: An employee has a history of making up stories every time he will be absent for work.
In return, the next time the employee will not be able to report to work, his boss would assume
that he is lying even if he is already telling the truth.
• Premature judgments. It can cause problems in communication when either the sender or the
receiver makes premature judgement. As a result, they will not be able to maintain an open mind
and will stop listening at the point after they make the judgment.
EXAMPLE: A student is reporting a topic about religion. Another student disagrees about a point
in the middle of the discussion. As result, he already stopped listening after that point in the
reporting.
• Interference. It can cause problems in communication when a simple background noise or
complex atmospheric interference with satellite communications distorts or completely blocks
out the message.
EXAMPLE: A noise of an air conditioning unit during a classroom discussion or a weak signal from
the satellite that causes static line on a phone conversation.
• Poor listening skills. It can cause problems in communication when the sender does not listen to
the receiver and vice versa.
EXAMPLE: An employee has a habit of not listening to the details of his boss’ orders.
Consequently, the employee produces an incomplete output all the time.

Establishing a Conducive Communication Climate

The following strategies will help organizational leaders establish and maintain a climate that is conducive
to effective communication:
• Communicate with condense form of words so that the recipient will easily absorb, understand,
and remember the information. Avoid using highfalutin words to convey the information.
• Communicate with everyone who can benefit from the information. Avoid leaving people out of
the loop.
• Communicate by encouraging questions, comments, different perspectives, opposing opinions,
and better ideas. Avoid one-way communication.
• Communicate by listening assertively and objectively. Avoid interrupting the sender when the
news being communicated is unpleasant.

Management Strategies for Interpersonal Relationships

The following are the steps that managers can take to ensure that members of the workforce have
sufficient interpersonal relations to be effective communicators:

• Recognition of the need. Managers must recognize the need for the employees to have good
interpersonal skills. Managers must include having good interpersonal skills as part of the staffing
requirements of the organization aside from the traditional technical skills and paper credentials.
• Careful selection. Managers must carefully screen new employees to determine whether they
have interpersonal skills such as listening, patience, empathy, open-mindedness, friendliness,
ability to get along in a diverse workplace, and also to be positive agents in helping other
employees get along with each other.

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• Training. Managers must initiate skills development for the employees to acquire interpersonal
skills to listen better, empathize with different types of people, and facilitate positive interaction
among fellow employees.
• Measurement and reward. Managers must consider interpersonal skills to be measured as part
of the normal performance-appraisal process in order to recognize and reward employees with
good interpersonal skills.

Personality and Communication

The different personality traits that affect communication are as follows:

• Introversion versus extroversion. These traits describe the extent to which an introvert is more
likely to be silent while an extrovert is more likely to be a conversationalist. When trying to
communicate with an extrovert, it might be difficult to interject. On the other hand, conversations
with introverts are unreciprocated since they do not volunteer much information.
• Neuroticism versus emotional stability. These traits describe the extent to which a neurotic
individual tends to feel more negative emotions such as sadness, anger, and resentment while an
emotionally stable individual tends to have a more realistic perspective. When trying to
communicate with neurotic people, it is necessary to be patient and calm while conversations
with emotionally stable people tend to be much moderate.
• Open to experience versus traditional individual. These traits describe the extent to which an
“open” individual is capable of creative thinking while a traditional individual tends to be
predictable and conforming to customs. When trying to communicate with “open people,” it is
necessary to keep them focused on the task at hand while conversations with traditional people
require making them think “outside the box.”

References
Business jargons – communication process. (n.d.) Retrieved on May 22, 2018 from
https://businessjargons.com/communication-process.html

Cook, S. (2018). What is the meaning of the Indian head shake? Retrieved on May 24, 2018 from
https://www.tripsavvy.com/meaning-of-the-indian-head-shake-1539322

Human metrics - communication strategies for different personality types. (n.d.) Retrieved on May 18,
2018 from http://www.humanmetrics.com/personality/communication-strategies-for-different-
types

Smart marketing - creating an effective communication climate. (2011). Retrieved on May 18, 2018 from
https:// smartamarketing.wordpress.com/2011/01/22/creating-an-effective-communication-
climate

Stevenson, J. (2015). Operations management (12th ed.). New York, NY: McGraw-Hill Education

Management study guide - understanding communication and the communication process. (n.d.).
Retrieved on May 18, 2018 from https://www.managementstudyguide.com/understanding-
communication.htm

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