Exam 8: Empowering and Delegating

As a manager,Bill understands the concept of empowerment.He recognizes he can empower his employees by creating circumstances in which his employees feel empowered.

There are 10 rules of thumb involved in engaging employees effectively.Explain the following rule in more depth and provide an examples: Specify level of initiative

In deciding how to engage employees,you should begin with the end in mind and focus accountability on the process.

You understand the importance of two-way communication during the process of engaging employees.What does this mean?

Your boss prefers that you act on your own initiative and report to her when the final results have been accomplished.Which initiative does your boss practice?

Some of the outcomes of successful employee engagement are (1)high morale and motivation,(2)stronger interpersonal relationships,and (3)more discretionary time for managers.Which statements are correct?

You have decided to keep the work climate fun and use superlatives in providing feedback.Also,you plan to highlight the important impact that your employees' work will produce and you plan to try to foster activities that encourage friendships.You are doing what?

Many managers and employees are reluctant to accept empowerment,but they are even more reluctant to offer empowerment.If a rationale offered by management is "I'm willing to empower my people,but they just won't accept the responsibility," what is the inhibitor?

Minding the Store On January 1, Ruth Cummings was formally named branch manager for the Saks Fifth Avenue store in a suburb of Denver. Her boss, Ken Hoffman, gave her this assignment on her first day: "Ruth, I'm putting you in charge of this store. Your job will be to run it so that it becomes one of the best stores in the system. I have a lot of confidence in you, so don't let me down." One of the first things Ruth did was to hire an administrative assistant to handle inventories. Because this was such an important part of the job, she agreed to pay her assistant slightly more than the top retail clerks were making. She felt that having an administrative assistant would free her to handle marketing, sales, and personnel matters areas she felt were crucial if the store was to be a success. Within the week, however, she received a call from Hoffman: "Say, Ruth, I heard that you hired an administrative assistant to handle inventories. Don't you think that is a bit risky? Besides, I think paying an assistant more than your top salesclerk is damaging to morale in the store. I wish you had cleared this with me before you made the move. It sets a bad precedent for the other stores, and it makes me look like I don't know what is going on in the branches." Three weeks later, Ruth appeared on a local noontime talk show to discuss new trends in fashion. She had worked hard to make contact with the hosts of the show, and she felt that public exposure like this would increase the visibility of her store. Although the TV spot lasted only 10 minutes, she was pleased with her performance and with the chance to get public exposure. Later that night at home, she received another phone call from Hoffman: "Don't you know the policy of Saks? Any TV appearances made on behalf of the store are to be cleared through the main office. Normally, we like to have representatives from the main store appear on these kinds of shows because they can do a better job of plugging our merchandise. It's too bad that you didn't notify someone of your intentions. This could be very embarrassing for me." Just before Easter, Ruth was approached in the store by one of the salesclerks. A customer had asked to charge approximately $3,000 worth of china as a gift for his wife. He had been a customer of the store for several years and Ruth had seen him on several occasions, but store rules indicated that no charge could be made for more than $1,000 for any reason. She told the customer that she was not authorized to okay a charge of that amount, but that if he would visit the main store in Denver, maybe arrangements could be made. Later in the day, an irate Hoffman called again: "What in the world are you thinking about, Ruth? Today we had a customer come into the main store and say that you wouldn't make a sale to him because the charge was too much. Do you know how long he has been a customer of ours? Do you know how much he spends in the store every year? I certainly hope we have not lost him as a customer because of your blunder. This makes me very upset. You've just got to learn to use your head." Ruth thought about the conversation for several days and finally decided that she needed to see Ken Hoffman. She called his secretary to schedule an appointment for the following day. -Issues related to delegation are noticeable in The Task Force case.Based on the information in the case,identify the principles related to delegating work effectively that are evident; next,identify the principles that may either be lacking or cannot be determined due to insufficient information.Provide support for your answer.

Joe implemented the following policy effective immediately: All employees have discretion to resolve customer complaints on the spot.This is most closely linked with creating confidence to foster empowerment.

Kenneth derives a great deal of satisfaction from work and has decided to open his own motorcycle store.He would probably score high on the self-determination dimension of empowerment.

Minding the Store On January 1, Ruth Cummings was formally named branch manager for the Saks Fifth Avenue store in a suburb of Denver. Her boss, Ken Hoffman, gave her this assignment on her first day: "Ruth, I'm putting you in charge of this store. Your job will be to run it so that it becomes one of the best stores in the system. I have a lot of confidence in you, so don't let me down." One of the first things Ruth did was to hire an administrative assistant to handle inventories. Because this was such an important part of the job, she agreed to pay her assistant slightly more than the top retail clerks were making. She felt that having an administrative assistant would free her to handle marketing, sales, and personnel matters areas she felt were crucial if the store was to be a success. Within the week, however, she received a call from Hoffman: "Say, Ruth, I heard that you hired an administrative assistant to handle inventories. Don't you think that is a bit risky? Besides, I think paying an assistant more than your top salesclerk is damaging to morale in the store. I wish you had cleared this with me before you made the move. It sets a bad precedent for the other stores, and it makes me look like I don't know what is going on in the branches." Three weeks later, Ruth appeared on a local noontime talk show to discuss new trends in fashion. She had worked hard to make contact with the hosts of the show, and she felt that public exposure like this would increase the visibility of her store. Although the TV spot lasted only 10 minutes, she was pleased with her performance and with the chance to get public exposure. Later that night at home, she received another phone call from Hoffman: "Don't you know the policy of Saks? Any TV appearances made on behalf of the store are to be cleared through the main office. Normally, we like to have representatives from the main store appear on these kinds of shows because they can do a better job of plugging our merchandise. It's too bad that you didn't notify someone of your intentions. This could be very embarrassing for me." Just before Easter, Ruth was approached in the store by one of the salesclerks. A customer had asked to charge approximately $3,000 worth of china as a gift for his wife. He had been a customer of the store for several years and Ruth had seen him on several occasions, but store rules indicated that no charge could be made for more than $1,000 for any reason. She told the customer that she was not authorized to okay a charge of that amount, but that if he would visit the main store in Denver, maybe arrangements could be made. Later in the day, an irate Hoffman called again: "What in the world are you thinking about, Ruth? Today we had a customer come into the main store and say that you wouldn't make a sale to him because the charge was too much. Do you know how long he has been a customer of ours? Do you know how much he spends in the store every year? I certainly hope we have not lost him as a customer because of your blunder. This makes me very upset. You've just got to learn to use your head." Ruth thought about the conversation for several days and finally decided that she needed to see Ken Hoffman. She called his secretary to schedule an appointment for the following day. -What should Ruth and Ken discuss in their meeting? Identify specific agenda items that should be raised.

If you have a basic level of competence,a willingness to put forth effort to accomplish a task,and the absence of overwhelming inhibitors to success,then which would you probably score high in?

There are 10 rules of thumb involved in engaging employees effectively.Explain the following rule in more depth and provide an examples: Allow Participation.

Your boss states,"To foster empowerment,you should provide individuals with a large difficult task at the beginning.The theory is if they can master this difficult task first,this will encourage feelings of empowerment." He then asks for your comment.How should you respond?

Minding the Store On January 1, Ruth Cummings was formally named branch manager for the Saks Fifth Avenue store in a suburb of Denver. Her boss, Ken Hoffman, gave her this assignment on her first day: "Ruth, I'm putting you in charge of this store. Your job will be to run it so that it becomes one of the best stores in the system. I have a lot of confidence in you, so don't let me down." One of the first things Ruth did was to hire an administrative assistant to handle inventories. Because this was such an important part of the job, she agreed to pay her assistant slightly more than the top retail clerks were making. She felt that having an administrative assistant would free her to handle marketing, sales, and personnel matters areas she felt were crucial if the store was to be a success. Within the week, however, she received a call from Hoffman: "Say, Ruth, I heard that you hired an administrative assistant to handle inventories. Don't you think that is a bit risky? Besides, I think paying an assistant more than your top salesclerk is damaging to morale in the store. I wish you had cleared this with me before you made the move. It sets a bad precedent for the other stores, and it makes me look like I don't know what is going on in the branches." Three weeks later, Ruth appeared on a local noontime talk show to discuss new trends in fashion. She had worked hard to make contact with the hosts of the show, and she felt that public exposure like this would increase the visibility of her store. Although the TV spot lasted only 10 minutes, she was pleased with her performance and with the chance to get public exposure. Later that night at home, she received another phone call from Hoffman: "Don't you know the policy of Saks? Any TV appearances made on behalf of the store are to be cleared through the main office. Normally, we like to have representatives from the main store appear on these kinds of shows because they can do a better job of plugging our merchandise. It's too bad that you didn't notify someone of your intentions. This could be very embarrassing for me." Just before Easter, Ruth was approached in the store by one of the salesclerks. A customer had asked to charge approximately $3,000 worth of china as a gift for his wife. He had been a customer of the store for several years and Ruth had seen him on several occasions, but store rules indicated that no charge could be made for more than $1,000 for any reason. She told the customer that she was not authorized to okay a charge of that amount, but that if he would visit the main store in Denver, maybe arrangements could be made. Later in the day, an irate Hoffman called again: "What in the world are you thinking about, Ruth? Today we had a customer come into the main store and say that you wouldn't make a sale to him because the charge was too much. Do you know how long he has been a customer of ours? Do you know how much he spends in the store every year? I certainly hope we have not lost him as a customer because of your blunder. This makes me very upset. You've just got to learn to use your head." Ruth thought about the conversation for several days and finally decided that she needed to see Ken Hoffman. She called his secretary to schedule an appointment for the following day. -How is power used instead of empowerment? What needs to change to shift power to empowerment?

Minding the Store On January 1, Ruth Cummings was formally named branch manager for the Saks Fifth Avenue store in a suburb of Denver. Her boss, Ken Hoffman, gave her this assignment on her first day: "Ruth, I'm putting you in charge of this store. Your job will be to run it so that it becomes one of the best stores in the system. I have a lot of confidence in you, so don't let me down." One of the first things Ruth did was to hire an administrative assistant to handle inventories. Because this was such an important part of the job, she agreed to pay her assistant slightly more than the top retail clerks were making. She felt that having an administrative assistant would free her to handle marketing, sales, and personnel matters areas she felt were crucial if the store was to be a success. Within the week, however, she received a call from Hoffman: "Say, Ruth, I heard that you hired an administrative assistant to handle inventories. Don't you think that is a bit risky? Besides, I think paying an assistant more than your top salesclerk is damaging to morale in the store. I wish you had cleared this with me before you made the move. It sets a bad precedent for the other stores, and it makes me look like I don't know what is going on in the branches." Three weeks later, Ruth appeared on a local noontime talk show to discuss new trends in fashion. She had worked hard to make contact with the hosts of the show, and she felt that public exposure like this would increase the visibility of her store. Although the TV spot lasted only 10 minutes, she was pleased with her performance and with the chance to get public exposure. Later that night at home, she received another phone call from Hoffman: "Don't you know the policy of Saks? Any TV appearances made on behalf of the store are to be cleared through the main office. Normally, we like to have representatives from the main store appear on these kinds of shows because they can do a better job of plugging our merchandise. It's too bad that you didn't notify someone of your intentions. This could be very embarrassing for me." Just before Easter, Ruth was approached in the store by one of the salesclerks. A customer had asked to charge approximately $3,000 worth of china as a gift for his wife. He had been a customer of the store for several years and Ruth had seen him on several occasions, but store rules indicated that no charge could be made for more than $1,000 for any reason. She told the customer that she was not authorized to okay a charge of that amount, but that if he would visit the main store in Denver, maybe arrangements could be made. Later in the day, an irate Hoffman called again: "What in the world are you thinking about, Ruth? Today we had a customer come into the main store and say that you wouldn't make a sale to him because the charge was too much. Do you know how long he has been a customer of ours? Do you know how much he spends in the store every year? I certainly hope we have not lost him as a customer because of your blunder. This makes me very upset. You've just got to learn to use your head." Ruth thought about the conversation for several days and finally decided that she needed to see Ken Hoffman. She called his secretary to schedule an appointment for the following day. -If you were an outside consultant attending the meeting,what advice would you give Ken? What advice would you give Ruth?

Scenario: The following are personal assessment scores for George and Bill on the five core dimensions of empowerment. Use these scores to answer the following questions. -Which is an accurate interpretation of the personal assessment score results?

A peer has asked you about empowerment.Which is the best summary statement to share with your peer?

"Why is the boss never around to give his approval when I have some ideas on how to approach the problem?" you think.Which initiative level does your boss expect?