adeel and taufeeque

8/3/2019 Adeel and Taufeeque

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EMPLOYEE

EMPOWERMENT

by- ADEEL RAHMAN 10 MBA-46

& TAUFEEQUE AHMAD 10MBA-48


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* definition

* BENEFITS

* FLIPSIDE

*EMPLOYEE EMPOWERMENT AT TOYOTA

AND TATA

*CONCLUSION

OVERVIEW


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It could be defined as controlled transfer of authorityto make decisions and take actions.

The decision-making authority can range fromoffering suggestions to exercising veto power

over management decisions.

Possible areas include: how jobs are to be performed,working conditions, company policies, work hours,

peer review, and how supervisors are evaluating.


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Benefits of Empowerment

Employees view themselves as Owners of thebusiness

Improved productivity

Creativity & Innovation Customer-focus Faster decision-making Organizational learning Making full use of Human resources- Engaging the mind of every employee


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Flip side of Empowerment

Egotism/arrogance:

-Problems in delegating.

-employee avoid reporting about their workand feedback can be taken negatively Security:

- threat of leaking of organization information.


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Risk:

-equal chance of success and failure.

-workers often lack the expertise to execute anenterprise.

Industrial democracy:

-misuse of power by labor unions and workers.


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TOYOTA

Toyota Motor Company empowers its employees toidentify and help remedy problems occurring during

product assembly. An automobile coming off Toyota'sassembly line with a paint defect is seen as anopportunity to delve into the root cause of the defect,as opposed to merely fixing the defect and passing iton to distributors for resale.


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At Toyota solutions of day to day problems aregenerated from the front lines, this further enhances

the potential for productivity improvements byreducing the attitude that solutions are "passed down

from above."


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A number of different human resource managementprograms are available that grant employee

empowerment to some extent. A number of these are - Informal participative decision-making

programs

Job enrichment Continuous improvement

Self-managed work teams.


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Informal Participative

Decision-making Programs At Toyota informal participative decision-

making programs involve managers and

subordinates making joint decisions on a dailybasis. The amount of authority variesdepending on such situational factors as

decision complexity and the importance of

employee acceptance of the decision.


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Job Enrichment

Job enrichment aims to redesign jobs to be moreintrinsically rewarding. Certain jobcharacteristics help managers to buildenrichment into jobs. These characteristicsinclude: Skill variety Task identity Task significance Autonomy

Feedback


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Continuous Improvement

- Often referred to as Total QualityManagement, these programs empower workersto trace product or service problems to their root

causes and redesign production processes toeliminate them using various problem-solving

and statistical techniques.


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Self-Managed Work Teams

Self-managed work teams are assigned forcarrying out tasks having characteristics whichincludes:

Technical skills

Interpersonal skills

Administrative skills


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TATA

what exercise is to the body,employment is to mind and

moral-Henry David Thoreau


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Incubating innovations during

workshops

- during employees workshops, TATAsemployees are encouraged to generate ideas andsuggestion.


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Tejaswini project- a remarkable empowerment scheme that hasseen women become operators and drivers of

heavy duty machinery and vehicles.


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Maitreea friendship and support network

- add values to an employees professional lifelike courses in advanced English, etiquette and

effective communication.


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Tata management training centre-designed to prepare young managers for seniorpositions in Tata companies.

a measure of the importance the Tata group

gives to its biggest asset- its people.


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Voluntary activities

-at Tata chemicals, employees participate in

community development initiative with their ownproject.

-employees at Tata feels that it has boosted theirconfidence levels and improved their ability to

handle responsibility


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*

Conclusion

Employee empowerment is transfer ofauthority in a controlled manner

Its benefits outweighs its flipsides It has been successfully implemented at

Tata and Toyota


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adeel and taufeeque

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