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Block 2 Assumption, Beliefs and Values in Organisational Development

Unit 1 Participation And Empowerment

1) Explain how lack of contribution and responsibility on part of the employee can affect participation.

• If an employee does not contribute their skills and resources, the potential for innovation and creativity is reduced. Effective participation relies on employees bringing their unique perspectives and abilities to the table.
• A lack of responsibility means employees are less likely to be committed to the outcomes of the process, reducing their motivation and involvement in the organisation’s goals. This also diminishes self-efficacy, as individuals do not feel accountable for the results.

2) Highlight factors that determine the success of participation.

• The three elements of involvement, contribution, and responsibility are crucial for effective participation.
• Other factors that determine the success of participation can be inferred: Managers should ensure that employees feel mentally and emotionally involved in the process, they should feel empowered to contribute their skills and ideas, and they must take on responsibility for the outcomes

3) Explain Total Quality Management and quality circles as programmes to promote participation.

Total Quality Management (TQM) involves work process analysis, team building, defining quality and setting measurable standards to improve cost-effectiveness and market focus.

4) Discuss in detail the determinants of empowerment.

• Empowerment can be influenced by the organisation's culture and environment. An organisational culture not conducive to empowerment will hinder its successful implementation.
• A culture of continuous learning and support, trust and collaboration is needed for empowerment.
• The concept of OCTAPACE (Openness, Confrontation, Trust, Authenticity, Pro-action, Autonomy, Collaboration, and Experimentation) is proposed as a conducive ethos for empowerment.

5) What are the various techniques of empowerment?

• Self-managing teams and cross-functional teams are the techniques of empowerment. Self-managing teams allow employees to function autonomously and take responsibility for tasks, whereas cross-functional teams provide opportunities to learn from diverse skills and expertise.
• Involving employees in policy-making can also foster empowerment, giving them a sense of respect and value that enhances their self-esteem.

6) Explain how lack of skills and insecurity can discourage managers from employing participation and empowerment.

• Managers may avoid participation and empowerment if they lack confidence in their own ability or if they are insecure in their roles.
• They may fear a loss of control or authority, or believe that employees are not capable of making sound decisions, and they may lack the skills or training needed to effectively facilitate participative or empowering processes.

7) Describe participation and empowerment.

• Participation is the mental and emotional involvement of individuals in group situations, encouraging them to contribute to group goals and share responsibility. It involves an individual's ego and their skills. Key components are involvement, contribution, and responsibility.
• Empowerment is the process of enabling individuals to take control of their work and development. It can come from within the individual, from peers or from superiors. It enhances self-perception, motivation, and goal achievement.

8) What factors need to be taken into consideration before implementation of empowerment?

• The existing organisational culture is a critical factor. If the culture is not conducive, it needs to be modified to support empowerment. A culture of continuous learning, trust, and collaboration is required.
• Managers also need to focus on individual differences, as employees vary in their needs for participation and empowerment.
• The concept of OCTAPACE is also important when considering implementing empowerment.

9) Describe the process of participation and empowerment.

• Participation involves fostering mental and emotional involvement of employees in group situations, encouraging contributions to the group and shared responsibility. Managers can encourage the involvement of subordinates in problem solving and decision making while still retaining ultimate responsibility. It entails involvement, contribution and responsibility on behalf of the employee.
• Empowerment can be developed by enhancing self-perception through improving an individual's self concept, self esteem, and self efficacy. Empowerment requires a conducive organisational culture of trust, collaboration and continuous learning, it can be enhanced by using self managing or cross functional teams. Empowerment can also be enhanced by involving employees in policy making.

10) Describe the significance of role played by managers in implementation of Empowerment.

• Managers should act as facilitators, supporting and helping employees to take on new challenges.
• They should be talent developers and goal setters, and they should serve as role models.
• Managers should encourage teamwork and active participation. They should also recognise individual contributions and reinforce accomplishments.

11) Highlight the characteristics of empowered organisation.

• An empowered organisation would feature a culture of trust, collaboration, and continuous learning.
• Employees would feel a sense of ownership and responsibility, actively participating in decision-making processes.
• There would be effective use of self-managing and cross functional teams to enhance empowerment and facilitate learning and growth of employees.

12) Explain the programmes that be carried out for implementing participation and empowerment.

• Self-managing teams and cross-functional teams can be used to foster empowerment.
• Involving employees in policy-making is another technique for empowerment.
• Total Quality Management (TQM) is mentioned as a way to enhance organizational development and can be used to encourage participation of employees.
• Quality circles are another approach to promote participation.

13) What are the characteristics of empowered organisation?

• Flat organisational hierarchy: An empowered organisation tends to have a flatter structure that supports a more equal distribution of power and provides more opportunities for participation in problem-solving and decision-making.
• Focus on quality: These organisations emphasise the quality of performance rather than just the quantity of output.
• Open Communication: Empowered organisations promote open communication between employees and management. This involves a culture where information is shared freely and feedback is encouraged at all levels.
• Employee Contribution: Employees in empowered organisations are encouraged and given opportunities to make personal contributions to tasks, which promotes their development and empowerment.
• High employee awareness: There is a high level of awareness among employees regarding both individual and organisational goals. This implies a shared understanding of where the organisation is heading and how individual roles contribute to the larger picture.
• Cooperative and supportive culture: The organisation fosters a culture that is cooperative, supportive, and purposeful, rather than being problem or blame-oriented. This promotes a positive and collaborative working environment.
• Employee satisfaction: Empowered organisations prioritise employee satisfaction. This suggests that creating a positive employee experience is important.
• Strategic recruitment and selection: The recruitment and selection processes are focused on hiring employees who are likely to adjust well to the organisation's environment. This also ensures that the organisation selects people who are comfortable with empowerment.
• Training and career development: These organisations provide suitable opportunities for training and career development. This demonstrates commitment to the growth and advancement of their employees.

14) Explain open book management and delegation as techniques of empowerment.

• Open Book Management: This technique involves sharing financial information about the organisation with employees to help them understand the organisation’s performance. Employees are encouraged to set high performance standards to increase profitability, which allows them to directly contribute to the achievement of organisational goals. This also leads to effective participation.
• Self-managing teams: In these teams, there is no external supervision, and members are empowered to carry out activities, make decisions, and evaluate results independently. This gives employees autonomy and responsibility over their work.
• Cross-functional teams: These teams consist of members with diverse skills and expertise, offering opportunities for employees to learn and contribute in varied ways. This method increases the knowledge base and fosters collaboration among team members.
• Delegation: Effective delegation involves assigning tasks that match the employee’s potential and progressively increasing complexity. The delegator should monitor progress but avoid interference, allowing the employee to take full responsibility.
• Involvement in Policy Making: This provides a sense of respect and value to the employees and enhances their self-esteem.

15) Discuss five leadership practices that can make managers effective.

Five Leadership Practices for Effective Managers

According to Kouze and Posner, there are five leadership practices that can help managers become more effective:

• Challenge the Process: Managers should make tasks more challenging for employees and actively look for opportunities to encourage experimentation and risk-taking. This encourages innovation and a proactive approach to problem solving.
• Inspire a Shared Vision: Managers should collaboratively set objectives with their employees so that they can collectively achieve them. This shared vision fosters a sense of ownership and purpose among team members.
• Enable Others to Act: Managers should promote active participation among employees and encourage a supportive team environment. Facilitating teamwork ensures that individuals feel valued and supported in their roles.
• Model the Way: Managers should serve as role models for employees, demonstrating the behaviours and attitudes they want to see in their teams. This helps in building trust and respect, and sets a standard of excellence within the organisation.
• Encourage the Heart: Managers should recognise and reinforce individual contributions and accomplishments. This helps in building self-esteem in employees and motivates them towards goal achievement.