Chapter 19 Empowerment and Coaching

1. Chapter 19 Empowerment and Coaching

2. Objectives • 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 19 -1 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

3. …Objectives • Describe how managers can empower employees • Identify four different types of coaching • Explain how culture can impact empowerment and coaching 19 -2 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

4. High-Performance Companies • What characterizes a high-performance company? • Cost competitiveness • High quality products and services • Innovation • Speed 19 -3 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

5. Command-and-Control Vs. Involvement-Oriented Approach Command-&-Control Involvement-Oriented Best Way to Organize Hierarchy and vertical relationships Employee self-management Role of Managers Make decisions, give orders, ensure that subordinates obey Share power and information, listen to employees Role of Employees Obey orders Carry out thinking and controlling functions of their jobs, make decisions Required Employee Skills Job skills Basic problem solving, communication, quantitative techniques, commitment to learning and self-development 19 -4 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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

7. Empowerment - Defined Granting employees the autonomy to assume more responsibility within an organization and strengthening their sense of effectiveness 19 -6 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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 19 -7 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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 19 -8 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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 19 -9 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

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 19 -10 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 19 -11 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 19 -12 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

14. Counseling Tutoring Confronting High performance Mentoring Five Types of Coaching Coaching 19 -13 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 19 -14 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 19 -15 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 19 -16 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 19 -17 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner