Post on 16-Dec-2015
transcript
Chapter 19
Empowerment and Coaching
Describe the characteristics of high-performance organizations
Distinguish between command-and-control and involvement-oriented approaches of management
Define empowerment
Explain four aspects of empowerment
Objectives
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Describe how managers can empower employees
Identify four different types of coaching
Explain how culture can impact empowerment and coaching
…Objectives
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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High-Performance Companies
What characterizes a high-performance company? Cost competitiveness
High quality products and services
Innovation
SpeedOrganizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Basic problem solving, communication, quantitative techniques, commitment to learning and self-development
Job skillsRequired Employee Skills
Carry out thinking and controlling functions of their jobs, make decisions
Obey ordersRole of Employees
Share power and information, listen to employees
Make decisions, give orders, ensure that subordinates obey
Role of Managers
Employee self-management
Hierarchy and vertical relationships
Best Way to Organize
Involvement-OrientedCommand-&-Control
Command-and-Control Vs. Involvement-Oriented Approach
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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When Is Command-and-Control Appropriate?
When companies produce simpleproducts or services in a
stable environment
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Empowerment - Defined
Granting employees the autonomy to
assume more responsibility within an
organization and strengthening their sense
of effectiveness
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Four Aspects of EmpowermentMeaning—their work is importantCompetence—confidence in their ability,
self-efficacySelf-determination—autonomy to decide
how to do the workImpact—influence in their work unit
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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How Organizations Can Foster Empowerment
Reduce hierarchical and bureaucratic structures
Increase access to sources of system power (information, resources, managerial support)
Foster organizational culture that values human assets
Establish direction and boundaries on empowerment
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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How Managers Empower Employees
Solicit input on a regular basis Ask for help in solving problems Let employees make progressively harder decisions Remove bureaucratic obstacles Ask questions rather than supplying all the answers Provide workers with info they need Give employees freedom to respond to customer
needs Serve as a role model Coach employees to mastery
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Managers Still Have To: Know what is going on Set or communicate the direction Make decisions subordinates cannot make Ensure that employees are on course Offer a guiding hand and open doors Ensure employees have necessary skills to
assume greater autonomy and responsibility Ensure employees have information needed to
make decisions Assess performance
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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High Performance-High Commitment Work Cultures
Characterized by:DelegationTeamwork across boundariesEmpowermentIntegration of people and technologyShared sense of purpose
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Coaching - Defined
Coaching is a conversation that follows a
predictable process and leads to superior
performance, commitment to sustained
improvement and positive relationships
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Five Types of Coaching
Tutoring
Counseling
Mentoring
Confronting
Coaching
High performance
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Professional Coaching
Ongoing partnership designed to help clients produce fulfilling results in personal and professional lives – improve performance or enhance quality of life
Trained to listen, observe and customize approach to individual needs
Seek to elicit solutions and strategies from clients
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Positive Regard - Defined
Positive regard is the unconditional
acceptance and liking for others
Characteristic of both effective coaches and
high-performing managers
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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When Does Culture Matter?
Empowerment less likely to increase job satisfaction in high power distance cultures but empowerment is not impossible in high PD cultures
Cultural differences play a major role in coaching, so mindful communication is crucial
Coaches are safe sounding board for bosses from high PD cultures
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Indirect Communication Strategies for Coaching
Mediation – a third person is used as a go-between
Refraction – statements intended for person A are made to person B while person A is present
Metaphors – analogies are used to deliver the message
Hints – subtle suggestions are made
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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