Ch08
Download as PPT, PDF
0 likes288 views
The document discusses empowerment and participation in organizations. It defines empowerment as giving employees job mastery, accountability, role models, reinforcement, and emotional support. Participation involves employee involvement, motivation to contribute, and accepting responsibility. The benefits of participation include improved ethical standards and productivity. Effective participation requires time, clear benefits, interest, communication, and avoiding threats to positions. Programs discussed include suggestion programs, quality circles, self-managing teams, and employee ownership plans.
Ch08
- 1. Chapter 8 Empowerment and Participation McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-1
- 2. THE NATURE OF EMPOWERMENT AND PARTICIPATION What Is Empowerment? Empowerment 1. Job mastery 2. Accountability 3. Role models 4. Reinforcement and persuasion 5. Emotional support McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-2
- 3. THE NATURE OF EMPOWERMENT AND PARTICIPATION Figure 8-1 The process of empowerment McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-3
- 4. THE NATURE OF EMPOWERMENT AND PARTICIPATION What Is Participation? Participation Involvement Motivation to Contribute Acceptance of Responsibility Why Is Participation Popular? Ethical imperative Benefits of Participation McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-4
- 5. HOW PARTICIPATION WORKS The Participative Process The Impact on Managerial Power Leader-Member Exchange Leader-member exchange model Two Views of Power McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-5
- 6. HOW PARTICIPATION WORKS Figure 8-4 Two views of power and influence McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-6
- 7. HOW PARTICIPATION WORKS Prerequisites for Participation - Major prerequisites are 1. Time to participate 2. Benefits of participation should be greater than the costs 3. Relevant and interesting 4. Ability to participate 5. Mutually able to communicate 6. Neither party should feel that its position is threatened 7. Within the groups area of job freedom Area of job freedom McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-7
- 8. HOW PARTICIPATION WORKS Contingency Factors Differing Employee Needs for Participation Underparticipation Overparticipation Responsibilities of Employees and Manager McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-8
- 9. PROGRAMS FOR PARTICIPATION Figure 8-8 Selected types of participative programs McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-9
- 10. PROGRAMS FOR PARTICIPATION Participative management Suggestion Programs Quality Emphasis Quality Circles Total Quality Management (TQM) Self-Managing Teams Employee Ownership Plans McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-10
- 11. IMPORTANT CONSIDERATIONS IN PARTICIPATION Labor Union Attitudes toward Participation Limitations of Participation Managerial Concern about Participation Concluding Thoughts McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-11
- 12. Questions McGraw-Hill/Irwin 息 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 8-12