Employee Empowerment, Leadership &

Change, Team building & Teamwork,

Communication & Interpersonal Relations,
Education & Training
 Major Topics
 Employee Empowerment

 Leadership and Change

 Team Building & Team Work

 Effective Communication

 Education & Training

Employee Empowerment
 Employee Empowerment
Defined…
 Employee Empowerment is Employee Involvement that
matters.
 It could also be defined as controlled transfer of authority to
make decisions and take actions.
 What is needed?
 Successful implementation of empowerment requires change in
corporate culture.
 Does this mean Abdication?
 NO. Empowerment involves actively soliciting input from those
closest to the work and giving careful thought to that input.
 Rationale

 An aspect of Working Smart

 Empowerment is the key to motivation &

Productivity.

 It enables a person to develop personally &

professionally.
 Inhibitors of Empowerment
 Resistance from Employees & Unions
 Resistance from Management
 Insecurity
 Personal Values
 Ego
 Management Training
 Personality Characteristics of Managers
 Exclusion of Managers
 Workforce Readiness
 Organizational Structure & Management Practices
 Management’s Role in
Empowerment & Implementing

Empowerment
Management’s Role:
 Commitment
 Leadership
 Facilitation
 Implementing Empowerment:
 Development of Suggestion Systems (Fig 8.3)
 Considering the Employees Point of View
 Putting Vehicles in Place
 Brainstorming
 Nominal Group Technique (fig 8.4)
 Quality Circles
 Suggestion Boxes
 Walking & Talking
 Suggestion Systems - 1
 Management’s Role:
 Establishing Policy
 Setting Up the System
 Promoting the Suggestion System
 Evaluating & Implementing suggestions
 Rewarding employees
 Improving the system..
 Improving Suggestion Processing
 Improving Individual Suggestions
 Problem Identification
 Research
 Idea Development
 Suggestion Systems - 2
 Evaluating Suggestions
 Though Employees make suggestions, final analysis is still to be made
by manager.
 Thus, Establish a formal rating system for evaluating suggestion
systems.

 Handling Poor Suggestions

 Listen Carefully
 Express Appreciation
 Carefully explain your position
 Encourage feedback
 Look for Compromise
 Achieving Full Participation
 Removing Hidden Barriers
 Negative Behavior
 Poor Writing Skills
 Fear of Rejection
 Inconvenience
 Encouraging new Employees
 Coaching Reluctant Employees
 Assess
 Investigate
 Match
 Choose
 Manage
 How to Recognize Empowered
Employees
 Taking Initiative

 Identifying Opportunities

 Thinking Critically

 Building Consensus
 Empowerment
 Avoiding Traps:
 Defining Power as Discretion & Self- Reliance
 Failing to Properly Define Empowerment for
Managers & Supervisors
 Assuming Employees Have the skills to be
Empowered
 Getting Impatient Making the Transition from
Traditional Approach
 Beyond Empowerment
Leadership & Change
 Leadership Defined
 Leadership is the ability to inspire people to make a total, willing
and voluntary commitment to accomplish or exceeding
organizational goals.
 Leaders must
 Overcome resistance to change
 Broker the needs of Constituency groups
 Establish an ethical framework
 Characteristics
 Balanced Commitment
 Positive Role Model
 Good Communication Skills
 Persuasiveness
 Leadership for Quality
 Principles:
 Customer Focus
 Obsession with Quality
 Freedom through Control
 Looking for Faults in Systems
 Teamwork
 Continuing Education & Training

 The Juran Trilogy:

 Quality Planning
 Quality Control
 Quality Improvement
 Leadership
 Motivation & Inspiration:
 Understanding Individual Needs
 Understanding Individual Beliefs

 Leadership Styles:
 In a total Quality setting, the most appropriate
style might be called participative leadership
taken to a higher level
 Building & Maintaining a
Following
 Popularity & the Leader
 Not all good leaders are popular. Vice Versa applies.
 Leadership Characteristics
 Sense of Purpose, Self-Discipline, Honesty, Credibility,
Commonsense, Stamina, Commitment, Steadfastness.
 Pitfalls
 Trying to be a buddy, Having an Intimate relationship with an
employee, Trying to keep the same when supervising former
peers.
 Paradigms of Human Interaction
 Win/Win, Win/Lose, Lose/Lose, Win
 Leadership Vs Management
 Leadership & Management are two distinctive
and Complementary systems of action.
Management Leadership
 Coping with Complexity  Coping with Change

 Planning & Budgeting for  Setting the Direction for

Complexity
 Develops capacity to
carry out plans through
organizing & staffing
 Ensures accomplishment
of plans through controlling
& Problem Solving
change
 Aligns people to work
toward the vision
 Motivates & Inspires
people to want to accomplish
the plan
 Leadership, Ethics, Change

 Leadership & Ethics:

 Setting high standards of ethical behavior is an essential task of
leaders in a total quality setting.

 Leadership & Change

 Have a clear vision & corresponding goals
 Exhibit a strong sense of responsibility
 Be an effective communicator
 Have a high energy level
 Have the will to change
 Change
 Employees & Mangers on Change
 Difficulty in Change  Different perceptions of employees &
managers.
 Hence, proper atmosphere should be created to accommodate
change.

 Restructuring & Change:

 Be smart & Empathetic
 Have a Clear Vision
 Establish Incentives that Promote the Change
 Continue to Train
 How to Lead Change?
 Change Facilitation Model:

 A critical aspect of leadership in today’s globally

oriented organization involves leading change.
Team Building & Team Work
 Overview of
Team Building & Teamwork - 1
 What is a Team?
 A team is a group of people with a common, collective goal.
 Rationale for Teams
 Primary reasons for advocating teamwork are:
 Two or more heads are better than one.
 People in teams get to know each other better, build trust & as a result help
each other.
 Teamwork promotes better communication.
 A group of people become a team when the following conditions exist:
 Agreement exists as to the team’s mission
 Members adhere to the team ground rules
 Fair distribution of responsibility & authority exists.
 Overview of
Team Building & Teamwork - 2
 Types of Teams
 Department Improvement Team
 Process Improvement Team
 Task Force
 Learning to Work Together
 Factors influencing teamwork:
 Personal Identity of Team members
 Relationships among Team members
 Identity within the organization
 How to be a Member?
 Gain Entry, Be Clear on the Team’s mission, Be well prepared and
participate, Stay in Touch.
 Overview of
Team Building & Teamwork - 3
 How to be a Leader?
 Be clear on the team’s mission
 Identify success criteria
 Be action centered
 Establish the ground rules
 Share Information
 Cultivate Team Unity
 Team Excellence & Performance
 Interdependence, Stretching tasks, Alignment, Common Language,
Trust/Respect, Shared Leadership/ Followership, Problem-solving
skills, Confrontation/ Conflict-handling skills, Assessment/Action,
Celebration.
 Building Teams & Making them
Work
 Following are the factors that influence team
building & should be taken care of:
 Makeup & Size of Teams
 Choosing Team Members
 Responsibilities of Team Leaders
 Other Team Members
 Creating Teams Mission Statement
 Developing Collegial Relationships
 Promoting Diversity in Teams
 Four Step Approach to Team
Building
 Assessing Team Needs

 Planning Team-Building Activities

 Executing Team-Building Activities

 Evaluating Team-Building Activities

 Character Traits & Teamwork
 Following are few character traits required for Teamwork:
 Honesty
 Selflessness
 Dependability
 Enthusiasm
 Responsibility
 Cooperativeness
 Initiative
 Patience
 Resourcefulness
 Punctuality
 Perseverance
 Teams are not Bossed
– They are Coached
 Bosses approach the job from
 “I’m in charge – do as you are told perspective”.
 Coaches are
 facilitators of team development and continually improved
performance.
 Following are a few characteristics of a Coach:
 Clearly Defined Character
 Team Development/Team Building
 Mentoring
 Mutual respect
 Human Diversity
 Handling Conflict in Teams
 Resolution Strategies for Team Conflicts:
 Plan & Work to establish a balanced culture
 Establish clear criteria
 Don’t allow individuals to build personal empires
 Encourage & Recognize risk-taking behavior
 Value constructive dissent
 Assign people of widely differing perspectives
 Reward and recognize both dissent & teamwork
 Structural Inhibitors of Teamwork
 Commonly found structural inhibitors to teamwork
in organizations are:
 Unit Structure
 Accountability
 Unit Goals
 Responsibility
 Compensation & Recognition
 Planning & Control
 Rewarding Team &
Individual Performance

 An organization’s attempt to institutionalize

teamwork will fail unless it includes
implementation of an appropriate
compensation system
 Effective Communication
 Defnition of Communication
 Communication is the transfer of message
( information,idea,emotion,intent,feeling or
something else) that is both received and
understood.
 Effective Communication
 Effective Communication means that the
message is received ,understood and acted on
in the desired manner. It is higher order of
communication.
 Strategies to communicate the
importance of quality
 1) Be optimistic and tie quality to the
organization’s strategic direction
 2) Consider the points of view of all sides
when formulating your message.
 3) Be positive ,honest and consistent-give
every one the same message.
 Defnition of Listening
 Listening means receiving the
message,corretly decoding it and accurately
perceiving what it means.
 Inhibitors of effective listening
 Lack of concentration
 Interruption
 Preconceived ideas
 Thinking ahead
 Interference
 Improving the listening skills
 Upgrade your desire to listen
 Ask the right question
 Judge what is really being said
 Eliminate listening errors
 Communicating in Writing
(Helpful Rules)
 Plan before you write.
 Be brief.
 Be direct.
 Be accurate.
 Practice self – editing.
 Strategies for improving
communication
 Keep up to date.
 Prioritize and determine time constrains.
 Decide whom to inform.
 Determine how to communicate.
 Communicate and follow up.
 Check understanding and obtain feedback
Education & Training
 Overview of Education,
Training & Learning - 1
 Training is
 An organized, systematic series of activities designed to enhance
an individual’s work-related knowledge, skills, and understanding.
 Corporate America invests more than $45 billion per year in
training.
 Sources of Training:
 In house training
 External Training or a combination of both.
 Numerous Instructional methods like
 video tapes, lecture, demonstration etc., are used to provide
training to employees
 Overview of Education,
Training & Learning - 1
 Types of training by Industry:
 Customer Education
 Sales Skills
 Employee relations etc.,
 Changing Role of Training
 Mission of corporate Training is becoming the maximization of
competitiveness through continual improvements.
 Attitudes towards Training
 Although interest levels don’t yet match those found in
European and Pacific Rim countries, attitude towards training in
North America are changing for better.
 Rationale for Training
 The rationale for training can be found in the need to
compete.
 Following are the important factors for “need for training”
 Quality of the existing labor pool
 Global Competition
 Rapid & Continual Change
 Technological Transfer Problems
 Changing Demographics
 Any kind of learning can benefit employees & employers
alike in ways that cannot be predicted.
 Training needs Assessment
 It is most important to:
 Train those who need it most
 Ensure that the training provided is designed to promote the
goals of the organization
 Managers may become involved in assessing training
needs at two levels:
 Organizational Level
 Individual Level

 The most structured approach managers can use to assess

training needs is the job task analysis survey.
 Providing Training
 Strategies for maximizing training resources:
 Build in Quality from the start
 Design Small
 Think Creatively
 Shop around
 Preview & Customize
 Internal Approaches
 Computer Based training, Group instruction etc.
 External Approaches
 Enrolling employees in programs provided by public institutions.
 Partnership Approaches
 Training partnerships combine characteristics of the above two
approaches.
 Evaluating Training
 Evaluating Training begins with a clear
statement of purpose.

 To know where training has improved

performance, managers need to know three
things:
 Was the training provided valid?
 Did the Employees learn?
 Has the learning made a difference?
 Managers as Trainers & Trainees -
1
 Principles of Learning:
 People learn best when they are ready to learn
 People learn more easily when what they are learning can be
related to something they already know
 People learn best in a step-by-step manner
 People learn by doing
 The more often people use what they are learning, the better they
will remember and understand it
 Success in learning tends to stimulate additional learning
 People need immediate and continual feedback to know if they
have learned.
Managers as Trainers & Trainees -
2
 Four Step Teaching Method:
 Preparation
 Presentation
 Application
 Evaluation
 Managers as Trainees:
 Quality basics
 Strategic Quality management
 Quality Planning
 Quality Improvement
 Quality Control
 Workforce Literacy
 Impact of Illiteracy on Industry:
 Difficulty in filling high-skill jobs, lower levels of
productivity, higher levels of waste etc.,
 What Industry Can Do
 Industry in United States has found it necessary to confront the
literacy problem head-on.
 Companies are doing this by providing remedial education in
the workplace.
 What Managers Should Know about Literacy Training
 The need for workforce literacy will be a fact of life with
which managers will have to deal for some time to come.
 Improving Learning
 Teaching Study Skills
 Make a schedule and stick to it
 Have a special place to study
 Listen and take notes
 Read assertively
 Improve test-taking skills
 Using Humor in Training
 Properly used relevant humor can produce a more favorable audience for
the trainer.
 Why Training Sometime fails?
 Lack of participation in planning by management
 Too narrow in scope
 Orientation Training
 Recurring errors associated with orientation training:
 Insufficient Information
 Too much Information
 Conflicting Information
 Principles for providing effective training:
 Base orientation topics on a needs assessment
 Establish an organizing framework
 Establish learner control
 Make orientation a process, not just an event
 Allow people and personalities to emerge
 Reflect organization’s mission & culture
 Have a system for improving & updating
 Customer Training
 An old adage states
 “The customer is always right”

 Customer education has several aspects:

 Shaping customer expectations
 Providing user support
 Marketing

 Customer expectations are shaped by the promotional

literature used in marketing the product.
 Customer training can also help market a product.
 Ethics Training
 Ethical behavior and the rationale for it can be taught.
 Ethics training is becoming increasingly important
 As the pressures of succeeding in an intensely competitive
global marketplace grow.
 Following are a few recommendations:
 Stimulate discussion
 Facilitate, don’t preach
 Integrate ethics training
 Highlight practical applications