Professional Documents
Culture Documents
Theory Y
about people
lazy.
Work is as natural as play or rest
People arent inherently lazy, they
have become that way as a result of
experience.
People will exercise self-direction
and self-control in the service of
objectives to which they are
committed
People have potential. They have
imagination, ingenuity, and
creativity that can be applied to
work.
control employees
Autocratic
Power
Model
Managerial
Authority
Custodial
Economic
Supportive
Leadership
Collegial
Partnership
System
Trust,
Resources
Community,
Money
Teamwork
meaning
Caring,
Support
Orientation
Employee
Obedience
Security and
Job
Responsible
compassion
Psychological
Orientation
Employee
Dependence
benefits
Dependence
Performance
Participation
behavior
Self discipline
ownership
Self motivation
psychological on boss
on
result
Employee
organization
Security
Status and
Self
Wide range
Passive
recognition
Awakened
actualization
Moderate
Passion and
needs met
Performance
Subsistence
Minimum
result
security
drives
enthusiasm
cooperation
commitment to
organizational
goals
What is Empowerment?
Empowerment is any process that provides greater autonomy to employees
through the sharing of relevant information and the provision of control over factors
affecting job performance.
Five broad approaches to empowerment:
1. Helping employees achieve job mastery (proper training, coaching and
experience guidance).
2. Allowing more control (giving them discretion over job performance).
3. Providing successful role models (allowing them to observe peers who already
perform successfully on the job).
4. Using social reinforcement and persuasion (giving praise, encouragement and
verbal feedback).
5. Giving emotional support (better role definition, task assistance and honest
expression of caring).
When managers use these approaches, employees begin believing they are
competent and valued, that they truly have some autonomy, that their jobs have
meaning and impact, and that they have opportunities to use their talents.
What is Participation?
Participation is the mental and emotional involvement of people in group
situations that encourages them to contribute to group goals and share responsibility
for them. This definition entails three important ideas:
1. Involvement: Participation means meaningful involvement rather than mere
muscular activity. A person who participate is ego-involved instead of merely
task involved.
2. Motivation to Contribute: Participation stimulates people to contribute. They
are empowered to release their own resources of initiative and creativity
toward the objectives of the organization.
3. Acceptance of Responsibility: Participation encourages people to accept
responsibility in their groups activities. It is a social process by which people
become self-involved in an organization, committed to it and truly want to see
it work successfully.
Participation
programs
Emotional)
Outcomes for Organization (higher output, higher quality, innovation etc) and
Employees (Acceptance, Self-efficacy, less stress and satfaction).
The figure 8.3 indicates that in many situations participative programs result in
mental and emotional involvement that produces generally favorable outcomes for
both the employees and the organization.
The Impact on Managerial Power
Leader-Member Exchange. Participation is a sharing process between managers and
employees which is built upon the leader-member exchange model of leadership. This
model suggests that leaders and their followers develop a unique reciprocal
relationship, with the leader selectively delegating, informing, consulting, mentoring,
praising or rewarding each employee. In exchange, the employee contributes various
degrees of task performance, loyalty and respect to the manager.
Two Views of Power. Participation may increase the power of both managers and
their employees. See table FIGURE 8.4 below:
Benefits of Participation
1. Participation typically brings higher output and a better quality of output.
2. Participation tends to improve motivation because employees feel more
accepted by their employer and more actively involved in the situation.
3. The results often are reduced stress and conflicts, more commitment to
goals and better acceptance of change.
4. Organizational changes can often be implemented more rapidly.
5. Participation establishes better communication as people mutually discuss
work problems.
Limitations of Participation
These are the forces affecting the lesser use of participation:
1. Theory X beliefs by managers.
2. Lack of support from higher levels.
3. Managerial fear of lost: power, status, control
4. Lack of adequate training for managers and employees.
5. Problems encountered in early stages.
6. Substantial efforts needed to implement.
Managerial Concerns about Participation
Some managers have difficulty adjusting to their new roles in a highinvolvement system. They may fear losing their former stats as key decision makers
or they may be concerned they will have less power and control than previously.
Managers need to start relinquishing their roles of judge and critic and begin
viewing themselves as partners with employees. Their new role invites them to view
themselves as stewards (caretakers, guardians and developers) of a broad range of
human and technical resources. This stewardship paradigm shifts their emphasis from
exclusively direction and control to that of servant leadership, where their challenge
is to help others attain relevant goals while developing their skills and abilities.
The goal of servant leadership is to help others develop their talents fully,
make meaningful contributions and succeed. To accomplish this, servant leaders
typically exhibit several key behaviors which they: