Chapter 19

Empowerment and Coaching

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

Objectives

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

19 -1

Describe how managers can empower employees

Identify four different types of coaching

Explain how culture can impact empowerment and coaching

…Objectives

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

19 -2

High-Performance Companies

What characterizes a high-performance company? Cost competitiveness

High quality products and services

Innovation

SpeedOrganizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

19 -3

Basic problem solving, communication, quantitative techniques, commitment to learning and self-development

Job skillsRequired Employee Skills

Carry out thinking and controlling functions of their jobs, make decisions

Obey ordersRole of Employees

Share power and information, listen to employees

Make decisions, give orders, ensure that subordinates obey

Role of Managers

Employee self-management

Hierarchy and vertical relationships

Best Way to Organize

Involvement-OrientedCommand-&-Control

Command-and-Control Vs. Involvement-Oriented Approach

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

19 -4

When Is Command-and-Control Appropriate?

When companies produce simpleproducts or services in a

stable environment

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

19 -5

Empowerment - Defined

Granting employees the autonomy to

assume more responsibility within an

organization and strengthening their sense

of effectiveness

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

19 -6

Four Aspects of EmpowermentMeaning—their work is importantCompetence—confidence in their ability,

self-efficacySelf-determination—autonomy to decide

how to do the workImpact—influence in their work unit

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

19 -7

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

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

19 -8

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

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

19 -9

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

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

19 -10

High Performance-High Commitment Work Cultures

Characterized by:DelegationTeamwork across boundariesEmpowermentIntegration of people and technologyShared sense of purpose

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

19 -11

Coaching - Defined

Coaching is a conversation that follows a

predictable process and leads to superior

performance, commitment to sustained

improvement and positive relationships

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

19 -12

Five Types of Coaching

Tutoring

Counseling

Mentoring

Confronting

Coaching

High performance

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

19 -13

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

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

19 -14

Positive Regard - Defined

Positive regard is the unconditional

acceptance and liking for others

Characteristic of both effective coaches and

high-performing managers

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

19 -15

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

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

19 -16

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

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

19 -17