1. Chapter 8: Empowerment and Delegation
What’s the best way to “hand over the reins”?

2. What is Empowerment to You?
A Great Western bank manager asks an employee to resolve a difficult customer service problem
Saturn workers receive special training in quality that enables them to spot defects and stop production, if necessary, to fix them
DEC employees who normally work in departments such as engineering and marketing are also assigned to teams to create products such as minicomputers and microchips
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3. 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
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4. Many Employees Today Feel Powerless
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
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5. The “Dirty Dozen” – Outcomes of Stress
Centralization
Threat-rigidity response
Loss of innovation
Decreasing morale
Politicized environment
Loss of trust
Increased conflict
Restricted communication
Lack of teamwork
Loss of loyalty
Scapegoating leaders
Short-term perspective
Adapted from Cameron, et al., 1987
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6. 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
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7. 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”
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8. Discussion Questions
Page 381 of text: “Empowerment is more rarely seen than prescribed.” Is this statement true in your experience? Why or why not?
“Managers don’t empower others; they create the circumstances in which others can empower themselves.” How does this statement correspond with your experience?
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9. Ways to Empower Others Do you agree? Are things missing?
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 missing?
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10. Relationship Between Dimensions and Prescriptions for Empowerment
Self-Efficacy (competence)
Vision and Values
Personal Mastery Experiences
Self-Determination
(choice)
Model
Provide Support
Personal Consequence
(impact)
Emotional Arousal
Meaningfulness (value)
Provide Information
Provide Resources
Trust (security)
Connect to Outcomes
Create Confidence 10
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11. Responsibilities of Empowered Employees
Communicating openly
Taking ownership of work
Continuous learning
Having a team orientation
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12. 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
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13. 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
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14. Deciding When to Delegate
Involve others when:
They possess relevant information or skills
Acceptance and understanding are important
Personal development can result
Time is not a crucial factor
Conflicts won’t arise
Form a team when:
Interaction will clarify the problem
Interaction will increase motivation
Disagreements will lead to better solutions
Dysfunctional conflicts won’t arise
Time is not a crucial factor
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15. Deciding When to Delegate
Delegate to the team when:
The team will perform competently, saving your time
Motivation among the team members will increase
Sufficient information and talent exist among team members
Participate in the team when:
No one else could provide leadership to the team
The team needs information possessed only by you
Your presence will not disrupt the flow of ideas, information, or feelings
Your time would be spent productively
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16. 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
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17. Guidelines for Effective Delegation (cont.)
Provide adequate support
Focus accountability on results
Delegate consistently
Avoid upward delegation
Clarify consequences of tasks, especially rewards
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18. How Would You Handle This Situation?
Development and Implementation of Company Policies. A supervisor feels the need to implement or stress an office policy such as prohibiting smoking or enforcing attendance. What is the best way for the supervisor to bring this issue up with employees? What can the supervisor do to increase the likelihood that employees will accept the policy and believe it is fair? How can the supervisor distinguish between policies that have to be followed to the letter and policies where some flexibility is allowed?
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19. How Would You Handle This Situation?
Process vs. Results Orientation. A supervisor gives an employee an assignment such as working on a report. Although the report is not high priority, the supervisor would like to get it off his/her "to do" list. What is the best way for the supervisor to follow up on the employee's progress? How much instruction should the supervisor give on how to prepare the report vs. what the final report should look like? What can the supervisor do to ensure that the report gets done in a timely fashion?
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