EMPOWERMENT AND CORE COMPETENCE

1. EMPOWERMENT AND CORE COMPETENCE Presented by: Erry Yudhya Mulyani

2. EMPOWERMENT Jack Welch is a management strategy and leadership expert. He was Chairman and CEO of General Electric between 1981 and 2001, during which time the company increased its market capitalization by over $400 billion.

3. Empowerment Human Resources

4. What Does It Mean to Empower? • To give power or authority; • To give ability to, • Enable; • To make powerful, give strength and validity. • Process of gaining power, developing power, taking or seizing power.

5. Empowerment is the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes. Definition…

6. Empowerment Theory • Empowerment-”Process by which individuals and groups gain power, access to resources and control over their own lives. In doing so, they gain the ability to achieve their highest personal and collective aspirations and goals” (Robbins, Chatterjee, & Canada, 1998, p.91).

7. Cont… • Empowerment is therefore defined as an individual process by which one secures increased control over his/her life, and positive changes in the capacities or abilities of the individual occur in conjunction with supportive change within community(Arai, in pres;Labonte, 1995;Lord,1991). • Empowerment begin with the individual’s self-defined needs and aspirations and then looks at the capacity development, resources and supports that are required to achieve those goals.

8. Empowerment takes a holistic approach and recognizes that the biological, psychological, social, and economic aspects of the individual are interconnected and affect the overall health and well-being of the individual.

9. As Labonte (1995) notes, there are multiple goals to achieving empowerment, including personal care (individual empowerment), small group development, community organization on local issues, and coalition advocacy and political action.

10. Concepts • Empowerment reside in the person, not the helper or social worker. • Addresses oppression, stratification and in equality as social barriers. • Does not blame for lack of resources and power • Rejects that problems develop because of personal deficiencies.

11. Concepts, cont’d. • Process of increasing intrapersonal, interpersonal and political power so that individuals can take action to improve their own lives.

12. Intrapersonal • Micro, foundation for building upon the other levels • Builds Self-Efficacy • Personal Consciousness • Decreasing Self-Blame • Assuming Personal Responsibility • Skills: Developing Strengths, Validation, Sharing in power and equality, Respect

13. Interpersonal • Mezzo • Empowered person would work with others on changing oppression on a broader level • Group Consciousness • Group recognizes shared feelings and experiences; realizing they are not alone • Skills: Mobilizing resources, Work to see commonality between the group members

14. The Empowerment Process (Arai,in Pres): • Awareness • Connecting and Learning • Mobilization (taking action) • Contribution

15. Awareness • What Is Happening? • Respond to new information, involvement in a crisis or life transition, and respond to a change in context. • Often the awareness will be demonstrated by the individual through prolonged expressions of anger and frustration in response to some occurrence.

16. Cont… • Individual Outcomes: - becomes aware of a desire for change - may express anger or frustration with their current situation - begins to develop new directors for themselves

17. Cont… • Roles of Supporters : • respond to cues of readiness for change (anger, feelings of frustration, statements) • Stimulate awareness through a visioning process • Provide individuals with new information or contexts.

18. As the result of the awareness stage, individuals are ready to accept and develop new directions for themselves.

19. Connecting and learning • Individual begins a process of connecting with the other individuals, groups, and resources, and learning new skills or information (Arai, in Press; Lord, 1991). • What’s Happening?-->develop support relationships with people, connect with resources(financial, technical, vocational), expand choices and opportunities.

20. Individual outcomes: decreased isolation, increased self-esteem, increased sense of control, improved self-concept, expanding social network. • Roles of supporters: provide moral or practical support, promote mentoring provide a facilitating or linking role, act as an information resource.

21. Mobilization/action • What’s happening?--> engage in new activities, self-expression, involvement in new social groups. • Individual Outcomes: increased feelings of competence, increased sphere of participation, expansion of outcomes in the stage of connecting and learning.

22. Roles of supporters : support the individual’s participation in activities and social groups, encourage.

23. Contribution • The final stage in the empowerment process involves the integration of the skills, knowledge and resources acquired in the previous stages into the individual’s everyday life. • What’s happening?--> sense of being accepted as an active, contributing member of community.

24. Individual outcomes: feeling of belonging and acceptance, incorporation of outcomes from previous stages into one’s overall self-concept. • Encourage growth, continue to support only if needed.

25. CORE COMPETENCE

26. What is competence? • Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role.

27. Competence is shown in action in a situation in a context that might be different the next time you have to act. In emergency contexts, competent people will react to the situation following behaviors they have previously found to succeed, hopefully to good effect.

28. Cont… • Competence is the ability (being capable of) to apply assets in a coordinated way (interaction and integration of capabilities) in order to reach a certain aim. If this coordinated interaction and integration of capabilities leads to reach a certain aim (e.g introduce new products successfully) then these capabilities lead to a competence.

29. Furthermore a competence is related to processes and interaction between the assets in an organization and lies generally embedded in certain organizational units, such as sales, marketing, logistics or production.

30. A definition for core competence was agreed by the UK LAI working party at Warwick “..Core Competence is a skill/asset/technology that underpins the growth of the business and Differentiates the business from Its current and future competitors…”

31. According to Prahalad and Hamel, core competencies arise from the integration of multiple technologies and the coordination of diverse production skills.

32. Core competence is a defined as an unique combination of knowledge, capabilities, structures, technologies and processes in an organization, which makes it possible to provide products or services which absolutely no other organization can produce in the same way, at the same moment and at the same speed. • Core competences and competences add the most value to the realization of the organization goals and objectives.

33. Development of the Concept • The concept of core competencies was developed in the management field. C.K. Prahalad and Gary Hamel introduced the concept in a 1990 Harvard Business Review article. • They wrote that a core competency is "an area of specialized expertise that is the result of harmonizing complex streams of technology and work activity."

34. Cont… • As an example they gave Honda's expertise in engines. Honda was able to exploit this core competency to develop a variety of quality products from lawn mowers and snow blowers to trucks and automobiles.

35. Ever since Prahalad and Hamel introduced the term in the 1990’s, many researchers have tried to highlight and further illuminate the meaning of core competency. • According to D. Leonard-Barton (1992), "Capabilities are considered core if they differentiate a company strategically."

36. Galunic and Rodan (1998) argue that "a core competency differentiates not only between firms but also inside a firm it differentiates amongst several competencies. In other words, a core competency guides a firm recombining its competencies in response to demands from the environment."

37. There are three tests useful for identifying a core competence. A core competence should: 1. provide access to a wide variety of markets, and 2. contribute significantly to the end-product benefits, and 3. be difficult for competitors to imitate.

38. Example: • Black & Decker's core technological competency pertains to 200 to 600 W electric motors, and this motor is their core product. All of their end products are modifications of this basic technology, with the exception of their work benches, flash lights, battery charging systems, toaster ovens, and coffee percolators. • They produce products for three markets: 1. the home workshop market: In the home workshop market, small electric motors are used to produce drills, circular saws, sanders, routers, rotary tools, polishers, and drivers 2. the home cleaning and maintenance market: In the home cleaning and maintenance market, small electric motors are used to produce dust busters, etc. 3. the kitchen appliance market: In the kitchen appliance market, small electric motors are used to produce can openers, food processors, blenders, bread makers, and fans.

39. Around 25 new stores a week with the goal to open 25.000 stores worldwide in the next 10 years. Starbucks Hear music coffee houses and media bar And opened a special Starbucks entertainment area At iTunes. Also outcomes a can wirelessly browse, Search for, preview, buy and download music from The iTunes Wi-fi music store in several Starbucks stores. Starbucks is fair trade certified TM, Starbucks imitiated C.A.F.E (Coffee and Farmer Equity) practices, black Apron Exclusives TM.

40. Starbucks management is certainly improving training resources, not only at the product knowledge level, but also in areas that help stores partners take ownership in the business…employee turnover rate, according to some reports, is 120 % less than the industry level.

41. Summary • Empowerment is a long journey of dialogue and supporting individual capacity development, small group organizing and community building. • It presents one of the most holistic approaches to supporting people organizing and community building.

42. Empowerment is the process to improve the ability, capacity, and quality by which individuals and group to achieve their highest personal and collective aspirations and goals. • Core-competence = to make it different with the others. • To create and give some different product with the other which can’t be imitate, easy access to a wide variety of markets,and the end product benefits.

43. References • Robbins, S.P., Chatterjee, P., & Canada, E.R. (1998). Contemporary Human BehaviorTheory. Boston: Allyn& Bacon. • http://adp.lin.ca/resource//html/Vol24/v24n1a2.htm • R.Sanchez,A.Heene(2004), The new strategic management : organization, competition, and competence. • http://en.wikipedia.org/wiki/Core_competency • http://www.idea.gov.uk/idk/core/page.do?pageId=5817564 • http://www.trainingfinder.org/competencies/background.htm • http://www.starbucks.com.tw/home/

44. Thank you for your attention