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Chapter 19 Empowerment and Coaching.  Describe the characteristics of high- performance organizations  Distinguish between command-and- control and.

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Presentation on theme: "Chapter 19 Empowerment and Coaching.  Describe the characteristics of high- performance organizations  Distinguish between command-and- control and."— Presentation transcript:

1 Chapter 19 Empowerment and Coaching

2  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/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -1

3  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/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -2

4 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -3

5 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/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -4

6 When Is Command-and- Control Appropriate? When companies produce simple products or services in a stable environment Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -5

7 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -6

8 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -7

9 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -8

10 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 19 -9

11 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

12 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

13 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

14 Five Types of Coaching Tutoring Counseling Mentoring Confronting Coaching High performance Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

15 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

16 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

17 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

18 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 Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner


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