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EMPOWERING EMPLOYEES FOR BROAD-BASED ACTION

EMPOWERING EMPLOYEES FOR BROAD-BASED ACTION. Learning Objectives. Describing the obstacles of empowering Describing changing system or structure Discussing encouraging risk taking and non traditional ideas, activities and actions. Barriers To Empowerment. Removing structural barriers

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EMPOWERING EMPLOYEES FOR BROAD-BASED ACTION

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  1. EMPOWERING EMPLOYEES FOR BROAD-BASED ACTION

  2. Learning Objectives • Describing the obstacles of empowering • Describing changing system or structure • Discussing encouraging risk taking and non traditional ideas, activities and actions

  3. Barriers To Empowerment Removing structural barriers If structural barriers are not removes, the risk that employee being frustrated will sour on transformational effort Structure is not always a big barriers, but mostly organization arrangements undermine a vision by disempowering people

  4. Barriers to Empowerment Formal Structures make it difficult to act Employees understand the vision and want to make it reality, but are boxed in Bosses discourages actions aimed at implementing A lack of needed skills undermines action Personnel and information systems make it difficult to act

  5. The Vision Focus on the customer Give more responsibility to lower level employee Increase Productivity to become the low cost producer Speed everything up The Structure But organization fragments resources & responsibility for products & services But there are layers of middle level management who criticize employees But huge staff group are expensive But independent silos don’t communicate and slow everything down How Structure Can Undermine Vision

  6. Providing needed training Major reengineering efforts need training, but it’s not enough. There’s 2 reasons why this training mostly not success: • They don’t think about new behavior, skill, attitudes will be needed when major change initiated • They sometime do recognize correctly, but when we translate into time & money, they overwhelmed

  7. Aligning System to the Vision HR system is needed to aligning system to the vision Human Resource system reveals : • The performance evaluation form nothing about customer, new vision is at the core • Compensation decision are base on not making mistakes • Promotion decisions are made in highly subjective way , a limited relationship with the change effort

  8. Dealing with Troublesome Supervisors The refusal of supervisors to let go and empower their employees finally brought a strained effort to halt Supervisor are not confronted with change because they afraid that these people can’t change and they have to fire them

  9. Empowering People to Effect Change • Communicate a sensible vision to employee • Make structures compatible with the vision • Provide the training employee need • Align information and personnel system to the vision • Confront supervisors who undercut needed change

  10. Summary • Discouraged & disempowered employee never make enterprise winning the change • But the success transformation organization will success with the right structure, training, system and supervisor to build on a well communicated vision

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