Speaker : Dr. Nay Zin Latt Chairman

Business GroupBusiness Group Hotel Group.Hotel Group.

Venue : IndiaDate : 10.10.10

Empowerment and Delegation

What’s the best way to “hand over the reins”?

Empowerment

• 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

Many Employees Today Feel Powerless

0% 20% 40% 60% 80%

1992

1985

1972

What I think doesn’t count very much anymore

Most people in power will take advantage of people like me

The people in charge don’t care what happens to me

I’m left out of things going on around me

Power vs. Empowerment

Power• External source• Ultimately, few people

have it• The capacity to have

others do what you want• To get more implies

taking it away from someone else

• Leads to competition

Empowerment• Internal source• Ultimately, everyone can

have it• The capacity to have

others do what they want

• To get more does not affect what others have

• Leads to cooperation

Five Core Dimensions of Empowerment

• Self-efficacy – “I can do my work”• Self-determination – “I can figure out what

work to do”• Personal consequences – “The outcomes of

my work matter”• Meaningfulness – “My work is important”• Trust – “I have the skills and resources I need

to do my work”

7

Ways to Empower Others• Articulate a clear vision and goals• Help them to master challenges• Model the correct behavior• Provide support• Arouse positive emotions• Provide good information• Provide necessary resources• Connect to outcomes• Be fair, reliable, open,

caring, and competent Do you agree?

Are things m

issing?

Relationship Between Dimensions and Prescriptions for Empowerment

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

Delegation

• Not just handing off work you don’t want to do

• Things to consider when delegating:– qualifications of subordinate– necessity of employee commitment– expansion of employee capabilities– evidence of shared values and perspectives– sufficient time for delegation

Advantages of Delegation

• Increases manager’s discretionary time• Develops subordinate capabilities• Demonstrates confidence in delegates• Enhances commitment of delegates• Improves decision making• Increases efficiency• Fosters work integration by manager

coordination

Guidelines for Effective Delegation

• Be clear about desired ends• Delegate completely• Allow participation in delegation• Establish parity between authority and

responsibility• Work within the organizational structure

Guidelines for Effective Delegation (cont.)

• Provide adequate support• Focus accountability on results• Delegate consistently• Avoid upward delegation• Clarify consequences of tasks, especially

rewards

Teams and Teamwork

How do we get the job done together?

A Team Is...

• a small number of people• with complementary skills• having a common purpose• with clear goals• and shared accountability• who are committed to accomplishing

something.

Teams outperform individuals when performance requires:

• multiple skills• multiple judgments• broad experience• free communication flow

Teams require a paradigm shift...

• self-awareness of individual identity, role, skills, is essential

• problem solving becomes a way of life• ongoing development of skills is required• good communication skills are critical• empowerment is the energy of teams• conflict is just part of the process• developing process skills is required

Teams...• require a merging of individual accountability and

mutual accountability• naturally integrate performance and learning, and are

the best vehicle for fostering “learning organizations”• must understand and master the team process in order

to be effective and survive– by being aware of team’s stage, you can anticipate

problems and proactively solve them

Stages of Team Development

Forming Conforming Storming

Performing

Adjourning:•Task completionLeader:•Bring closure•Signify completion

Effective teams promote...

• Cooperation– promotes achievement, excellence, and

productivity– takes advantage of all skills in group

• Trust– reciprocal faith that leads to respect,

communication, support, fairness, predictability and competence

Effective teams promote...

• Cohesiveness– a sense of “we-ness” which is socio-emotional and

instrumental– raises team morale by increasing feeling of

belonging– improves productivity by increasing commitment

to team goals

Effective Team Leaders

• Demonstrate integrity• Are clear and consistent• Create positive energy• Use commonality and reciprocity• Manage agreement and disagreement• Encourage and coach• Share information

Effective teams have...• a small group size• skilled individuals• an ability to combine skills• a commitment to a common approach• motivating tasks• minimal status differences; when present, they are

based on contributions• a way to meet group member’s socio-emotional needs...

Effective teams have...

• goal accomplishment• reduced supervision, replaced by mutual

accountability• group regulation of behavior• performance that is acceptable to customers• viability linked to satisfaction and a desire to

contribute

Management Skills for High Performing Teams

Leading Teams - develop credibility - articulate a vision

Team Membership - play task facilitation roles - play relationship building roles - provide feedback

Team Development - diagnose stage development - foster team development and high performance

High Performing Teams - desired outcomes - shared purpose - accountability - blurred distinctions - coordinated roles - efficiency and participation - high quality - creative continuous improvement - credibility and trust - core competence