osland ob8 ppt 19 by 2b3U0m2d

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									 Chapter 19

Empowerment
and Coaching
                                                     Objectives
           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
Organizational Behavior: An Experiential Approach 8/E                  19 -1
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                                                …Objectives
       Describe how managers can empower
        employees

       Identify four different types of coaching

       Explain how culture can impact
        empowerment and coaching


Organizational Behavior: An Experiential Approach 8/E                  19 -2
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
        High-Performance Companies
             What characterizes a high-performance
              company?
                      Cost competitiveness

                      High quality products and services

                      Innovation

                      Speed
Organizational Behavior: An Experiential Approach 8/E                  19 -3
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
             Command-and-Control Vs.
          Involvement-Oriented Approach
                                                      Command-&-Control        Involvement-Oriented

      Best Way to Organize                            Hierarchy and vertical   Employee self-
                                                      relationships            management
      Role of Managers                                Make decisions, give     Share power and
                                                      orders, ensure that      information, listen to
                                                      subordinates obey        employees
      Role of Employees                               Obey orders              Carry out thinking and
                                                                               controlling functions of
                                                                               their jobs, make
                                                                               decisions

      Required Employee                               Job skills               Basic problem solving,
      Skills                                                                   communication,
                                                                               quantitative techniques,
                                                                               commitment to learning
                                                                               and self-development
Organizational Behavior: An Experiential Approach 8/E                                                     19 -4
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                      When Is Command-and-
                       Control Appropriate?



                         When companies produce simple
                            products or services in a
                               stable environment



Organizational Behavior: An Experiential Approach 8/E                  19 -5
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                      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/E                  19 -6
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
        Four Aspects of Empowerment
      Meaning—their work is important
      Competence—confidence in their ability,
       self-efficacy
      Self-determination—autonomy to decide
       how to do the work
      Impact—influence in their work unit



Organizational Behavior: An Experiential Approach 8/E                  19 -7
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                       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/E                  19 -8
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                    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/E                  19 -9
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                    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/E                  19 -10
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
              High Performance-High
             Commitment Work Cultures
       Characterized by:
         Delegation
         Teamwork across boundaries
         Empowerment
         Integration of people and technology
         Shared sense of purpose


Organizational Behavior: An Experiential Approach 8/E                  19 -11
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                                 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/E                  19 -12
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                       Five Types of Coaching

                                                  Counseling
                                                                           Mentoring


                 Tutoring                                       Coaching


                                                                           Confronting
                                                         High
                                                     performance

Organizational Behavior: An Experiential Approach 8/E                                    19 -13
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                         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/E                  19 -14
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                  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/E                  19 -15
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                                            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/E                  19 -16
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
                            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/E                  19 -17
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

								
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