Empowerment, Workplace culture, CEO leadership.....

Dr. M M Bagali, PhD in Management and HRM, with a robust foundation in Organisational Structure and Analytical Skills, my role as Head of the Management Program is to foster transformative leadership and strategic thinking among aspiring managers. At the intersection of academia and industry, my efforts converge on delivering comprehensive HR and Management education, guiding PhD candidates, and steering research initiatives that resonate with current business paradigms. As a member of the Harvard Business Review Advisory Council, I contribute to shaping management discourse on a global platform. My commitment extends to integrating scholarly insights with practical applications, thereby enhancing the dialogue between educational institutions and the business community. My strategic approach not only informs future leaders but also influences the evolution of management practices worldwide. The ppt deals with - Human Resources Development - HRD- 24 years; International Human Resources Management - IHRM - 22 years; Strategic Human Resources Management - SHRM - 22 years; Organisational Behaviour-OB / Organisational Effectiveness - 20 years; Recruitment, Selection and Engagement- 18 years; HR Research Perspective and Approaches- 15 years.

Explore- https://www.scholar.google.com/citations
https://www.researchgate.net/profile/Mettu-Bagali
https://shodhganga.inflibnet.ac.in/browse?type=author&value=Bagali+M+M
https://www.teacheron.com/tutor/1Iio

1. Chapter 2
Empowered: 

Demystifying a Case of Practicing Indian Organisation
Principles of organizations-chain of command, span of control, delegation,
decentralization, and empowerment.
course teacher
M M Bagali, PhD
AIT - MBA / 2018-19

2. agenda
•Why such study in empowerment area
•How and what this company uniquely
practiced
•Lessons to learn

3. the thinking
•How can HR be innovatively developed, managed and
nurtured
• Crystallizing the reasons as to “WHY TOP COMPANIES”
are different
•To explore conditions that makes workplace empowered

4. The need for research work
HR is crucial and empowerment
systems and practices are
important components
To look at the Renaissance
Strategies for Creating High
Performance Workforce and
workplace
Thus, an enquiry into various
empowerment systems and
practices
Theoretical and Conceptual framework
E M POWER M E N T 

em-pow-er-ment (im-pau [-] r-ment)
Oxford English Dictionary says, to empower is
“to authorize, to enable”
Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
Ernest L. Arbuckle Professorship
“giving power to people who operate at an
advantage in the organization success”
Bowen and Lawler (1992)
Director, the Centre for Effective Organization,
University of Southern California,
“ Complete Power to make decisions that
influence organizational direction and
performance”

5. essentially,
empowerment
•an environment where absolute
control is given up, allowing
everyone make decisions, set goals,
accomplish results and receive
rewards
•it liberates people from constraints
such as checking with the boss
before taking actions
•decision-making authority and
responsibility percolates from
managers to the employees at the
lowest rung, and to everyone, per se
why an enquiry
oThe syntax of empowerment is simple…
give people the freedom and power at
workplace, they will surely grow the
organization responsibly [Let us look at
the concept ]
oWhat are the areas and dimensions of
practicing empowerment
oWhat are the limitations one faces,
when you empower employees
research objectives
❖to understand factors that contribute to
empowerment--the systems, practices,
policy and the leadership
❖understand the impact of empowering
employees at workplace

6. what we saw at ppl

empowerment@work: the making of an empowered workforce

Conventional Present
Do what is told Do what is required
Liberty misused Liberty made use to fullest extent
Not my job attitude Its everyone's job
Commitment level low High commitment
Boundary defined No Boundary
Lack of scope for improvement High scope for improvement
Various committees / councils Never a designated committee
Trust level low Trust is core
Supervised work No Supervision
Freedom restricted More freedom / liberty
Closed behavior Transparent behavior
Apply for leave / off Decide on leave / off

7. empowerment@workplace
•The HR practices
•The Culture
•The Leadership, and the
•The Traits

8. •Value given to Human beings
•Each is accountable / responsible for his
actions and can’t blame others
•All information is open and shared
•Each is boss in himself
•Common rooms are shared
•Suggestions are given regularly and open
•Management is open to ideas and more
information sharing
•Every one can have own objectives, mission,
and goals;
•No Security or guard
 
the culture
the hr practices
Complete Freedom
Total Transparency
Complete Shared Responsibility
Accountability for ones actions
Liberty to decide course of
actions
Involvement / Participation
Transparent feedback
Delegated authority
No hidden Agenda
Complete Autonomy
Power to take decisions

9. Freedom to do work in one’s own way
No Supervision/ Foreman
No Bureaucratic and Administrative
interference
No Red-tapism
Sharing Common Platform
Trusting each persons actions
No restrictions for new inventions
One can fail, no punishment
Suggestions are part of daily work
Accepts critics
Open House
leadership
employee traits
Open and Transparent
Positive Approach
No defined mind set
Free from Bias
No scapegoat attitude
High Commitment
Disciplined
Trustworthy
Enjoys the work
Loyal and Truthful
Work that extra mile

10. language@workplace
My door is open to you
Let us all discuss on the idea
Your problem / issue is our concern
Let us join hands together
Kindly teach me the new technique
Let us all announce your achievement

11. outcome of such practices
•Engagement with Organsiation
•Production and products
•Profits and Income Generating
•Turnover and loyalty
•Reputation and Customers
•Market Standing
•NO IR issues
•Employer BRANDING

12. drawbacks
•Why power to me
•Is it the game plan of management
•Its not my job to have power
•Its not my job to decide
•I am not the right person to have power
•My me as leader and decision maker

13. •First ‘No’ RULE
•Platform for
Empowerment / create
conditions for empowerment
•Prioritise the area
•Attitudinal Surveys
•Accountability
•Define the Purpose
•Open Door Policy and
Transparency
•Ownership Culture


Don’t hold unto data
Informal Relations
Create Opportunity
Desired Future
Education the gains
Time to empower or not to
empower
Can’t empower areas
Don’t impose
empowerment
Power of Empowerment
Fun at workplace
Ideas for practices: lessons to learn

14. academic discussion
•OB
•HR practices
•HRM / SHRM
•Leadership
•Organizational Change
•Restructuring / OD
•Sociology of Culture
•Change Management
advantage corporate
•CEO
•HR Chief
•Chief Peoples Officer
•Dean and Directors of
MBA
•MDP’s

15. questions asked
•Each are accountable for their action & can’t blame others
•I am made part of organization & take part in Organisation development
process
•There is red tapesim & more bureaucracy
•I can permit visitors, if I feel so, without any ones consent
•One is responsible for ones actions
•Management is open to ideas & more information sharing
•An open line of communication follows in each team
•I can openly give feed back of my boss action
•Management feed back is always subjective
•I am also involved in decision-making process at all level
•I know who appraises me, when, how
•I can promise the customers on behalf of management

16. thank you