EMpowerment presentation of PhD work in Management

1. DHRUVA’s International Case Writing Competition 2010
(In collaboration with Global Management Center, California State University, San Bernardino, USA)
December 7, 2010, India
Good Morning

2. The Making of an Empowered Workforce:
Demystifying a Case of Practicing Indian
Organisation
M M Bagali, PhD
Dean-MBA programme
Professor of SHRM
New Horizon College of Engineering / Marathalli / Outer Ring Road
Bangalore 560 087 / Karnataka State / www.newhorizonindia.edu

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

4. 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

5. the studies
• Pati,1997
• Sengupta and
Shaikh,1997
• Venkatachalam,
1998
• Dwivedi,1998
• Mohapatra,1998
• Tripathy,1999
• Barnes and Kaftans,
1970, 1985
• Myron Eichen,1989
• Marjorie Reynolds,
1991
• Michael Quarrey,
1992
• Cyndy Payne,1993
• Bo Burlingham, 1999

6. work of prominence
• Foundation for Enterprise Development – FED, and Beyster Institute for
Entrepreneurial Employee Ownership , USA
• Argyris, Chris (1998):“Empowerment: The Emperor’s new Clothes”,
Harvard Business Review, May-June, pp: 98 -105
• Kantar, R. M , 1977, 1979, 1989,1995
• Lawler, E. E III , 1986, 1988, 1992, 1994, 1995

7. the impressions
Adi Godrej,
Chairman and MD, Godrej Soaps ltd,1992
“It has opened my eyes in best people management practices”
Ricardo F Semler,
Chairman, SEMCO, Brazil, 1994
“I have seen an exceptionally empowerment practiced at workplace”
Sri Sharadrao Pawar,
Ex-CM, present Cabinet Minister, GOI,1997
“Congrats for good work done in people management strategies”
Thus, Polyhydron Private Limited -PPL : A Case

8. the work
Workers Empowerment :
A Study of Polyhydron Private Limited,
Belgaum, Karnataka State, India
Established in 1981-82
Address: # 80, Machhe Industrial Estate,Machhe, Belgaum- 590014,Karnataka State
website: www.polyhydron.com

9. 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”

10. 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
o The 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 ]
o What are the areas and dimensions of
practicing empowerment
o What 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

11. participation
Total 73 Responded 60

12. areas of enquiry
Accountability / Bureaucracy / Culture / Leadership/
Management Style and approach / Structure / liberty /
Communication / Decision Making / Discipline/ Ethos /
Industrial Democracy / Knowledge Sharing / Ownership
Culture / Organizational Health / Power Distribution/
Responsibility Sharing / Transparency / Information sharing
/ Degree of trust & loyalty……….

13. data collection
Pre Pilot
Observation
Pre Pilot
Observation
Observed the
System
Observed the
System
Questionnair
e
Administered
Questionnair
e
Administered
Case-by-
Case
discussion
Case-by-
Case
discussion
Discussion
with CEO
Discussion
with CEO
Pooling all the
responses
Pooling all the
responses
The format of Data collection from Employees

14. Observed the
system
Discussion
with CEO
System/
Practices
interface
Case by case
discussion
Back to
CEO
Pooling all
responses in
presence of
all
The format of Data collection from CEO / MD
• An in-formal observation over a period
• Discussion with CEO at one-one level
• The opinions of CEO and system interfaced
All the collected data of CEO through opinions were
observed, verified case by case with each employees
• The opinions / views of employees were put back to CEO /
MD for discussion, and
• Open House

15. what we saw at ppl
• Estd 1981-82
• Conventional way of Management 1982-1988
• Visit to SEMCO, Sau Paulo, Brazil 1988
• Changed People practices 1988-1996
• Empowered People practices 1996 onwards

16. 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

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

18. •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

19. 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

20. 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

21. 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

22. 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

23. •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

24. 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

25. Endorsement on the Work
David Ang, MSHRI
Executive Director,
Singapore Human Resources Institute, Singapore
A Talk to Senior Practising HR Managers of Singapore
The presentation (your paper) was informative and interesting. They have learned
insights on the aspects and benefits of employee empowerment. The talk was
timely, as organizations have to give their employees both authority and
responsibility to inspire renewed commitment, innovation and initiative.
(19th
Sep, 2003 / Through Personal Letter)

26. 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

27. thank you
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com

28. Harvard Business Review
HBR, July-August, 2010, p:57
When workers are made to feel empowered,
the whole organization wins
Roger L MARTIN,
Dean, Rotman School of Management
University of Toronto, Canada

29. Polyhydron Mission
We will nurture an Ethically Managed Organisation.
We will not exploit our Customer, Employees,
Suppliers, Government, Society and Nature
Polyhydron Vision
We will create an island of Excellence through
focus on Customer, Employee Empowerment and
continuous improvement.

30. PPL

31. mm bagaliPresent
Dean, MBA and HR Professor,
New Horizon Engineering College, Blore
Work History
Research Officer, PRC,Dharwad
Director, MBA program, KLE Sy - IMSR, Hubli
Director, PGDM / MBA program, CIMR, Indore
Dean, MBA program, IASMS, Blore,
Dean, MBA program, Acharya Institute of Engg, Blore
Education
• Advanced FDP – Mgt- XLRI
• PhD in Social Work (area: PMIR); PhD in Management (area: HR)
• 16+ years of HR Teaching