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    Speaker: Dr. Nay Zin Latt Chairman: Business Group Hotel Group

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    The Vimokkha Online Journal
    Dr. Nay Zin Latt spoke about empowerment, delegation, and teamwork. He discussed empowering employees by giving them decision-making power and involvement, as well as trusting they have the skills needed. Effective delegation involves being clear on goals and providing support. High performing teams are small, have complementary skills, and shared accountability. They outperform individuals when multiple skills and judgments are required.

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    Speaker: Dr. Nay Zin Latt Chairman: Business Group Hotel Group

    Uploaded by

    The Vimokkha Online Journal
    190 views25 pages
    Dr. Nay Zin Latt spoke about empowerment, delegation, and teamwork. He discussed empowering employees by giving them decision-making power and involvement, as well as trusting they have the skills needed. Effective delegation involves being clear on goals and providing support. High performing teams are small, have complementary skills, and shared accountability. They outperform individuals when multiple skills and judgments are required.

    Original Description:

    Dr. Nay Zin Latt's lecture notes for MMWAI, India

    Original Title

    16.Team-Empowerment & Delegation

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    Dr. Nay Zin Latt spoke about empowerment, delegation, and teamwork. He discussed empowering employees by giving them decision-making power and involvement, as well as trusting they have the skills needed. Effective delegation involves being clear on goals and providing support. High performing teams are small, have complementary skills, and shared accountability. They outperform individuals when multiple skills and judgments are required.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    190 views25 pages

    Speaker: Dr. Nay Zin Latt Chairman: Business Group Hotel Group

    Uploaded by

    The Vimokkha Online Journal
    Dr. Nay Zin Latt spoke about empowerment, delegation, and teamwork. He discussed empowering employees by giving them decision-making power and involvement, as well as trusting they have the skills needed. Effective delegation involves being clear on goals and providing support. High performing teams are small, have complementary skills, and shared accountability. They outperform individuals when multiple skills and judgments are required.

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    Speaker : Dr.

    Nay Zin Latt


    Chairman
    Business Group
    Hotel Group.

    Venue : India
    Date : 10.10.10
    Empowerment and Delegation
    What’s the best way
    to “hand over the reins”?
    Empowerment
    • Empowerment enables other people to act: it
    leaves them feeling strong, capable, and
    committed
    – “Get work done through other people”
    – Broad participation and accountability
    – Involvement in decision making
    – Flexible response
    Many Employees Today Feel
    Powerless

    What I think doesn’t count


    very much anymore

    Most people in power will take


    advantage of people like me 1992
    1985
    The people in charge don’t
    care what happens to me 1972

    I’m left out of things going on


    around me

    0% 20% 40% 60% 80%


    Power vs. Empowerment
    Power Empowerment
    • External source • Internal source
    • Ultimately, few people • Ultimately, everyone can
    have it have it
    • The capacity to have • The capacity to have
    others do what you want others do what they
    • To get more implies want
    taking it away from • To get more does not
    someone else affect what others have
    • Leads to competition • Leads to cooperation
    Five Core Dimensions of
    Empowerment
    • Self-efficacy – “I can do my work”
    • Self-determination – “I can figure out what
    work to do”
    • Personal consequences – “The outcomes of
    my work matter”
    • Meaningfulness – “My work is important”
    • Trust – “I have the skills and resources I need
    to do my work”
    Ways to Empower Others
    • Articulate a clear vision and goals
    • Help them to master challenges
    • Model the correct behavior
    • Provide support
    • Arouse positive emotions
    • Provide good information
    • e ? i n g?
    Provide necessary resources
    g re s s
    a i
    • Connect to outcomes
    o u sm
    y in g
    Do e t h
    • Be fair, reliable, open,
    Ar
    caring, and competent

    7
    Relationship Between Dimensions and
    Prescriptions for Empowerment

    Self-Efficacy (competence) Vision and Values

    Personal Mastery Experiences


    Self-Determination
    (choice) Model

    Personal Consequence Provide Support


    (impact)
    Emotional Arousal

    Meaningfulness (value) Provide Information

    Provide Resources
    Trust (security)
    Connect to Outcomes

    Create Confidence
    Delegation

    • Not just handing off work you don’t want


    to do
    • Things to consider when delegating:
    – qualifications of subordinate
    – necessity of employee commitment
    – expansion of employee capabilities
    – evidence of shared values and perspectives
    – sufficient time for delegation
    Advantages of Delegation
    • Increases manager’s discretionary time
    • Develops subordinate capabilities
    • Demonstrates confidence in delegates
    • Enhances commitment of delegates
    • Improves decision making
    • Increases efficiency
    • Fosters work integration by manager
    coordination
    Guidelines for Effective Delegation

    • Be clear about desired ends


    • Delegate completely
    • Allow participation in delegation
    • Establish parity between authority and
    responsibility
    • Work within the organizational structure
    Guidelines for Effective Delegation
    (cont.)
    • Provide adequate support
    • Focus accountability on results
    • Delegate consistently
    • Avoid upward delegation
    • Clarify consequences of tasks, especially
    rewards
    Teams and Teamwork
    How do we get
    the job done together?
    A Team Is...
    • a small number of people
    • with complementary skills
    • having a common purpose
    • with clear goals
    • and shared accountability
    • who are committed to accomplishing
    something.
    Teams outperform individuals
    when performance requires:

    • multiple skills
    • multiple judgments
    • broad experience
    • free communication flow
    Teams require a paradigm shift...
    • self-awareness of individual identity, role,
    skills, is essential
    • problem solving becomes a way of life
    • ongoing development of skills is required
    • good communication skills are critical
    • empowerment is the energy of teams
    • conflict is just part of the process
    • developing process skills is required
    Teams...
    • require a merging of individual accountability and
    mutual accountability
    • naturally integrate performance and learning, and are
    the best vehicle for fostering “learning organizations”
    • must understand and master the team process in order
    to be effective and survive
    – by being aware of team’s stage, you can anticipate
    problems and proactively solve them
    Stages of Team Development

    Forming Conforming Storming

    Adjourning:
    •Task completion
    Performing Leader:
    •Bring closure
    •Signify completion
    Effective teams promote...
    • Cooperation
    – promotes achievement, excellence, and
    productivity
    – takes advantage of all skills in group
    • Trust
    – reciprocal faith that leads to respect,
    communication, support, fairness, predictability
    and competence
    Effective teams promote...
    • Cohesiveness
    – a sense of “we-ness” which is socio-emotional and
    instrumental
    – raises team morale by increasing feeling of
    belonging
    – improves productivity by increasing commitment
    to team goals
    Effective Team Leaders
    • Demonstrate integrity
    • Are clear and consistent
    • Create positive energy
    • Use commonality and reciprocity
    • Manage agreement and disagreement
    • Encourage and coach
    • Share information
    Effective teams have...
    • a small group size
    • skilled individuals
    • an ability to combine skills
    • a commitment to a common approach
    • motivating tasks
    • minimal status differences; when present, they are
    based on contributions
    • a way to meet group member’s socio-emotional needs...
    Effective teams have...
    • goal accomplishment
    • reduced supervision, replaced by mutual
    accountability
    • group regulation of behavior
    • performance that is acceptable to customers
    • viability linked to satisfaction and a desire to
    contribute
    Management Skills for High
    Performing Teams

    Leading Teams
    - develop credibility High Performing Teams
    - articulate a vision - desired outcomes
    - shared purpose
    - accountability
    Team Membership - blurred distinctions
    - play task facilitation roles - coordinated roles
    - play relationship building roles - efficiency and participation
    - provide feedback - high quality
    - creative continuous
    improvement
    Team Development
    - credibility and trust
    - diagnose stage development
    - core competence
    - foster team development and
    high performance

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