Employee Empowerment 2b4g18

EMPLOYEE EMPOWERMENT & QUALITY MANAGEMENT

PEOPLE POWER • People most important asset. Your technologies, products and structures can be copied by competitors. No one, however, can match your highly charged, motivated people who care. • People are your firm's repository of knowledge and they are central to your company's competitive advantagecritical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where top management alone can no longer assure your firm's competitiveness. •

WHY EMPLOYEE EMPOWERMENT? • People most underutilized resource. • knowledge economy- INTRAPRENEURSHIP • New knowledge-based enterprises characterized by flat hierarchical structures and multi-skilled workforce. Managers have to be facilitators. In brief, managers work for their staff, and not the reverse. • Talented and empowered human capital is becoming the prime ingredient of organizational success.

WHY EMPLOYEE EMPOWERMENT? • Successful teams, especially in knowledge-based enterprises, are invested with a significant degree decision-making authority. • Employee empowerment changes the managers' mind-set and leaves them with more time to engage in broad-based thinking, visioning, and nurturing. This intelligent and productive division of duties between visionary leaders, focusing on emerging opportunities, and empowered employees, running the business unit day to day provides for a well-managed enterprise with strong growth potential.

To foster Employee Empowerment • Trust & Communicate with employees • Evidence will not come across the board with wide spread acceptance. A small number will accept the invitation to become more involved, say 3-5 per cent. The rest will be watching every move to see what happens

To foster Employee Empowerment • Leadership must diligently work to create the work environment where it is obvious to all that employee empowerment is desired, wanted and cultivated. • It is the large middle group that must be convinced to practice employee empowerment. • Give Signals that employees are valued- training , opportunities for personal growth, the solicitation and implementation of ideas, the recognition and reward system, promotion and advancement

EI PM & EE • Employee involvement and participative management are often used to mean empowerment. They are not really interchangeable.

EI PM & EE -Example • The manager of the Human Resources department added weeks to the process of hiring new employees by requiring his supposedly "empowered" staff to obtain his signature on every document related to the hiring of a new employee. • John empowered himself to discuss the career objectives he wished to pursue with his supervisor. He told his supervisor, frankly, that if the opportunities were not available in his current company, he would move on to another company

Case in Point: General Electric • Some years ago, in locations throughout GE, local managers were operating in an insulated environment with Chinese walls separating them, both horizontally and vertically, from other departments and their workforce. Employee questions, initiatives, and were discouraged. • In the new knowledge-driven economy, Jack Welch, CEO, General Electric, "viewed this as anathema. He believed in creating an open collaborative workplace where everyone's opinion was welcome." He wrote in a letter to shareholders: "If you want to get the benefit of everything employees have, you've got to free them - make everybody a participant. Everybody has to know everything, so they can make the right decisions by themselves"...

Employee empowerment is a two sided coin. • For employees to be empowered the management leadership must want and believe that employee empowerment makes good business sense and employees must act. • Employee empowerment does not mean that management no longer has the responsibility to lead the organization and is not responsible for performance. If anything the opposite is true. Stronger leadership and ability is demanded in an organization that seeks to empower employees. This starts with the executive leadership, through all management levels and includes front line supervisors. It is only when the entire organization is willing to work as a team that the real benefits of employee empowerment are realized.

PARADIGM SHIFT • Employees not only strive for physiological and self esteem needs but also derive satisfaction from belonging to groups • Motivate groups rather than individual as • Stress on security, participation, involvement and collaboration

Why Employee Empowerment Fails • pay lip service to empowerment, but do not really believe in its power • Managers don’t really understand what empowerment means-philosophy or strategy that enables people to make decisions about their job. • fail to establish boundaries for empowerment • undermine their faith in their personal competence and in your trust, • failure to provide information and access.

Six Practices Used to Help Empower and Involve Employees • Demonstrating top leadership commitment • Engaging employee unions • Training employee s to enhance their knowledge, skills, and abilities. • Using employee teams to help accomplish agency missions. • Training employees to enhance their knowledge, skills, and abilities • Involving employees in planning and sharing performance information • Delegating authorities to front-line employees

EMPLOYEE EMPOWERMENT: A CRUCIAL INGREDIENT IN A TOTAL QUALITY MANAGEMENT STRATEGY. • Quality starts with People. • Participative management- more than a management buzzword. • We are all in it together • Empower from the "bottom up". • Employees- The most important asset in organizations • Treat Your employees the way you want your customers to be treated.

TQM • CREATING AN ORGANISATIONAL CULTURE COMMITTED TO THE CONTINUOS IMPROVEMENT OF SKILLS, TEAMWORK, PROCESSES, PRODUCT , SERVICE QUALITY AND CUSTOMER SATISFACTION

OBJECTIVES OF TQM • CUSTOMER REQUIREMENTS KEY TO ORG SURVIVAL & GROWTH • CONTINUOS IMPROVEMENT IN QUALITY • DEVELOPING RELATIONSHIP IF OPENNESS & TRUST

COMPONENTS OF TQM • CUSTOMER ORIENTATION • CONTINUOS IMPROVEMENT • EMPLOYEE INVOLVEMENT

REQUIREMENTS FOR SUCCESS OF TQM • OBJECTIVES & POLICIES TO REFLECT COMMITMENT TO QUALITY AS A PHILOSOPHY • EFFECTIVE COMMUICATION TO ALL • TQM PROGRAM PROPERLY DESIGNED • ENCOURAGE PARTICIPATION • TRAINING FOR EFFECTIVE IMPLEMENTATION • INVOLVE PRODUCT DESIGN & IMPROVEMENT, ADOPTION OF NEW TECHNOLOGY, SYSTEMS & PROCEDURES • A CONTINUOS PROGRAM

TQM IN INDIA • 1980’s • KAIZEN –view quality as an endless journey not destination-experimenting, measuring, adjusting & improving • JUST IN TIME PRODUCTION & KANBAN SYSTEMS ( Smoothening production, providing process flexibility, standardization of jobs, utilization & ordering /delivery systems) • EMPOWERMENT • BENCHMARKING • LEARNING ORGANISATIONS