distinguish between delegation & empowerment utilize principles of effective delegation ...
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Distinguish between delegation & empowerment
Utilize principles of effective delegation Develop and execute plans to empower others
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The process of transferring the responsibility for a specific task to another member and empowering that individual to accomplish the task effectively.
Refers to the assignment of a task - It is work focused
It is not turning over work that the manager dislikes
Empowerment is focused on the individual Increases productivity and the
organization’s ability to achieve goals
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More involved,empowered workforce Increased productivity and quality Reduced costs More innovation Greater commitment
◦ Assignment of duties and responsibilities: Narrowly to broadly defined
◦ Delegation of formal authority: Limited (centralization) to extensive (decentralization)
◦ Constraints: Extensive (implementation within narrowly defined policies, procedures and rules) to limited (discretion in decision making and implementation)
◦ Resource support: Rigidly limited to broadly available
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◦ Sustain status quo & avoid risk to press development & accept risk
◦ Downward initiative process vs. upward initiative process
◦ Theory X vs. theory Y axioms broadly defused in the organization
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Increases manager’s discretionary time Develops subordinate capabilities Demonstrates confidence in delegates Enhances commitment of delegates Improves decision making Increases efficiency
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Things to consider when delegating:Qualifications of subordinateNecessity of employee commitment
Expansion of employee capabilitiesEvidence of shared values and perspectives
Sufficient time for delegation
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Lack of confidence Fear Vanity Insecurity Self -importance
1. Decide what to delegate2. Decide who will do the task3. Assign responsibility4. Grant authority5. Establish accountability
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Deciding when:•Subordinates have needed information•Commitment is crucial•Common values are shared•Sufficient time is available•Subordinates capabilities will be expanded
Deciding to whom:•Involve no one•Consult with other individuals, but decide alone•Consult with a team but decide alone•Let the team decide•Participate as a member of the team
Deciding how:•Begin with the end in mind•Delegate completely•Allow for participation•Match authority with responsibility•Work within the structure•Provide support•Focus accountability on results•Delegate consistently•Avoid upward delegation •Clarify consequences
Effective outcomes of delegation:•Readily acceptable assignments•High morale and motivation•Organizational coordination and efficiency•Increased problem solving abilities•More discretionary time for managers•Stronger interpersonal relationships•Successful task completion
Begin with the end in mind Delegate broadly Allow participation in delegation Work toward parity between authority and re
sponsibility Work within the organizational structure
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Provide adequate support Focus accountability on results Delegate consistently Avoid upward delegation Clarify consequences of tasks, especially re
wards
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Wait to be told what to do – least delegation & empowering
Ask what to do – delegation & empowerment is constrained
Recommend then take action – more delegation & empowerment over time and content
Act, then report immediately Initiate action and report routinely –
highest level of delegation & empowerment
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Subordinates are given an opportunity to negotiate the roles (degree of acceptance of delegation)
Subordinates should feel free to express ideas about the parameters of the work
Managers should be available for consultation during the assignment on an exceptions basis
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Delegate the authority along with the responsibility
Ultimate accountability – cannot be delegated but can be shared with the manager
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Delegate through subordinates not around them in the chain-of-command
Establish the norm of delegation to the lowest level of the organization
Everyone affected by the decision to delegate should be informed.
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Provide relevant information Provide necessary resources to accomplish
the task Give credit for the task publicly When errors are made, focus on
the ;problem, not individuals.
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Specify the goal not preferred methods Do not micromanage Support subordinates in the choice of their
own methods to accomplish results
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Primary reason to assigning responsibilities & authority is to empower employees
Assign both the pleasant and unpleasant tasks
Delegate continuously, not just when overworked
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Knowledgeable Motivated Able
Describe tasks/expected results Agree on standards and timetables Identify training needs Identify resources Prepare a report timetable Specify authority
Occurs when the subordinate asks for help Manager says “Let me think about it; I’ll get
back to you later.” Manager now has to follow up with the
employee Manager signals upward delegation is OK
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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
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Self-efficacy Self-determination Personal
consequences Meaningfulness Trust
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◦ Self efficacy: Limited to Extensive◦ Self determination: Limited to Extensive◦ Personal control: Limited to Extensive◦ Meaningfulness: Limited to Extensive◦ Trust in management: Limited to Extensive◦ Growth orientation: Limited to Extensive
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A sense of personal competence Belief that they have the ability to perform
the task Belief that they are capable of putting forth
the effort Belief that no outside obstacles will prevent
them from accomplishing the task
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A sense of personal choice Choices about the methods used to
accomplish a task Choices about the effort to be expended Choices about the pace of the work Choices about the time frame
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Sense of having impact Feeling of active control – brings the
environment into alignment with wishes Feeling of passive control – whishes are
brought into alignment with the environment
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Sense of value in the activity Value the purpose or goals of the activity It ‘counts’ in the individual’s value system Creates a sense of purpose, passion, or
mission This is not the same as personal benefit
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Sense of security Feeling that they will be treated fairly and
equitably Encourages the development of
relationships Allows people to act in a confident and
straightforward manner
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Self-Efficacy (competence)
Self-Determination (choice)
Personal Consequence(impact)
Trust (security)
Meaningfulness (value)
Vision and Values
Personal Mastery Experiences
Model
Provide Resources
Provide Information
Provide Support
Emotional Arousal
Connect to Outcomes
Create Confidence
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◦ Vision & values: Defuse to clearly defined◦ Personal mastery experiences: Limited to incrementally
scaled (small wins)◦ Modeling: Limited ideal models vs. broad modeling of
desired behavior◦ Support: Limited to extensive (both psychologically &
institutionally)◦ Emotional arousal: Passive to active (systematically
addressed)◦ Information: Limited (need to know) to extensive (broad
accessibility) ◦ Resources: Constrained and rigid to broadly available &
flexible◦ Connection to outcomes: Limited feedback to broad
scale feedback on consequences◦ Confidence: Limited generation to broad generation
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Articulate a clear vision and goals for others Foster personal mastery experiences Successfully model the behaviors you want
others to achieve Provide needed support to other people Arouse positive emotions among others Provide information needed by others to
accomplish their work
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Clearly articulate the desired results Explain why the task is important Point out the personal benefits Connection to the organization mission
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Specific Measurable Aligned Realistic/Reachable Time-bound
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Provide resources needed for others to accomplish their work
Connect others’ work to outcomes and effects
Create confidence among others Follow the delegation model
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Reliability – consistent, dependable, and stable
Fairness – standards are clear and enforced consistently
Caring – show concern for the workers
Openness – no harmful secrets exist Competence
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Subordinates are usually more motivated if the consequences and rewards are clearly identified.
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Positive or negative
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Structure (degree of delegation & resource support
Development of personnel at each level (ability, experience & education
Over time, the interdependence between empowerment and ability/experience/education may support a continuous expansion of the interrelationship, or a contraction.
These relationships may move to an equilibrium over time (less and less influence each cycle),
Or continuous expansion of influence Result: Implosion (deteriorating
performance), or explosion (an exponential improvement of performance).
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The degree that the dynamics of empowerment creates an increasing higher level performance turns on
Structure, development of personnel and buy-in of personnel at all levels.
If there is a lack of buy-in at any level, this potentially brings the process to a halt.
If performance doesn’t improve over time, the experiment in empowerment is likely to be abandoned.
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The empowerment process requires a simultaneous adjustment◦ Between higher and middle level management
and staff groups and lower management & operating groups.
◦ Management & staff groups must shift from a control- directing focus to a supportive- facilitating focus.
◦ Lower level management & operating groups must move from an implementing within formal constraints focus to exercising decision discretion
◦ Accept the associated responsibility for success or failure.
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Simpler to understand and achieve than a sustained reengineering and continuous dynamic process of empowerment.
In a static approach, the level of empowerment is shaped by management judgments of the ability and experience of the lower level personnel
The level of lower level buy-in on the process
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The judgments are likely to be that lower level personnel have neither the ability, experience nor orientation to accept broader empowerment.
Initial efforts at empowerment are likely to support this perspective ◦ A transition period is required for employees to
test out the integrity of management◦ And to explore how they are to utilize the
expanded scope for decisions.
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Both the process and end points are unstructured. ◦ As greater empowerment occurs, is accepted,
and personnel develop to meet the new opportunities and demands, this supports further empowerment processes.
◦ This requires a continuous shift in the roles of management and staff groups as they relax controls, and shift to a supportive, facilitative role.
◦ It requires on the part of lower level personnel Continuous growth and development to deal with the
expanded opportunities and discretion Acceptance of responsibilities for performance.
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Managers that retain a theory X assumptions about personnel,
Or have difficulty shifting from control to supportive roles
Operating personnel that are unable to deal with the unstructured environment of continuous redefinition of roles and responsibilities inhibit the empowerment process.
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Some degree of personnel turnover is likely to be associated with empowerment.
These who cannot deal with the demands of empowerment drop out of the system ◦ Either by quitting, transferring or are terminated. ◦ New employees can be selected who are a better
fit and socialized in the process.
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