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To Get the Most Out of Teams, Empower Them

Abi Thomas Shaju

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Gurjeet Singh

Simrandeep Kaur

Yorkville university

BUSI 2033 Organizational Behaviour and Management 11/11

Professor name Mr. Danny Hu

Date 12 December 2021

GROUP B – To Get the Most Out of Teams, Empower Them

Introduction

Most of the employers together with managers consider working with inspired individual employees and team to obtain the best results from them in terms of performance. Employees that can take control of their team and an entire organization are needed by companies in the knowledge-based economy. Managers have traditionally utilized a variety of incentives, such as monetary awards and promotions, to motivate their employees. However, such motivators are no longer sufficient to increase the performance of individuals and teams. As a result, in today’s highly competitive business world, managers are on a constant pursuit in order to motivate their employees for the advantage of their organization. As a result, executives wonder what new techniques they may employ to boost employee enthusiasm and build highly productive teams. While there are a variety of responses to this topic, the most persuasive is “Empower Teams to Get the Most Out of Them.” As a result, bosses should look for ways to increase their workers’ performance.

With the rising and falling competition. Managers are looking for ways to make the best out of employees Pay raises, can be very effective but they don’t provide enough motivation in the current era. Managers must look for new ways to motivate their employees for the sake of having an advantage over its competition on an international level. The best way to do this by putting together teams of people who are self-sufficient and independent (Wu & Chen 2015). Aslam and Shah (2017) are pushing businesses to become more innovative to rise above the competition. They believe that this can be achieved by setting up a workplace that directly motivates the employees. Instead of just adding more money and rewards the managers should create a very good work environment. The information also aids managers in creating a work environment that is supportive of employees. By empowering people, they can be more creative and innovative. When the employees are highly motivated, they will give their all for the organization.

Employees are no longer primarily motivated by money incentives, as times have changed. Workers in the current era has an idea of what they want and what they have to provide for the company. They know what the organizations can provide for them and whether the organization can help them satisfy their personal growth and needs (Wang et al. 2019). The present economic reality, according to Li, Chiaburu, and Kirkman (2017), is that empowerment is the driving force that lets the employees working in the organization in the best way possible. Because empowerment leadership improves the employee’s skills and talents, it allows This makes it easier for the managers to tackle confusing and hard employment situation. They ensure the employees are trained for any kind of situation, this will let them for an undefeatable team (Qian, Song, Jin, Wang, & Chen, 2018). In team tasks, for example, if there is one empowered and motivated employee in a team he will empower and motivate everyone with him. Independent employees tend to know their skills and creativity more clearly. So, in order to get maximum benefit from employee, they must be motivated.

Managers has the sole responsibility in learning the importance of human resource in their company. Human resources are the most valuable assets in any organization and they can ensure success. This is why managers should learn to experiment with the capabilities of their human resources. Teams shouldn’t have a stringent control over them. In order to see teams performing well, they should be given the opportunity to make decisions for themselves. (Ugwu, Onyishi, & Rodrguez-Sánchez 2014). Most times it is believed that giving too much power is dangerous because people act differently when they have power. But in the case of an organization, not only does the organization but also the people involved in the organization will only gain more benefits from a team that is capable of taking decisions for themselves (Wang, Law, Zhang, Li & Liang 2019). Furthermore, motivated employees are aware of what the organization is expecting from them and the result of their contributions to the growth of their team as well as the organization. As a manager, the best way to change the human resources’ dependency is with motivation. To get the best result out of organizations, they should know how to get the best out of their employees.

Managers have always used money and material reward for employees, most of the managers believe that these works as good motivators for the employees. These traditional processes are still used by certain organizations, but they are no longer relevant in the current economical era (Qian, Song, Jin, Wang, & Chen, 2018). Even though, money and materials are important, but if an employee does not have the motivation to work, then the concept of money goes to waste. If employees are always controlled and are governed by stringent rules and regulations then they probably would be demotivated. But in order to get the most creativity from an employee, it is best that they receive the opportunity to test their independency. Independent setting always generates flexibility and productivity from an employee, this will give the organization a leg up on the competition in today’s work world (Aslam & Shah, 2017). On one hand the employees are looking for opportunities in which their time is valued and their talents are recognized. On the other hand employers are trying to recruit employees who are creative and independent decision makers.

Often times, it is noticed in organizations and managers that they sometimes believe that empowering the employees are irrelevant (Jose & Mampilly 2014). Having empowerment will motivate employees and their performance will rise rapidly. This has been supported by management researchers and practitioners. Workplace outcomes such as the love for job, loyalty to organization etc. are all benefits emerging from psychological empowerment to motivation. (Fong & Snape 2015; Schermuly & Meyer, 2016).

Motivating the employees increases workplace innovation, which improves employee performance for the company’s overall benefit. Employee empowerment’s creative capacities are a critical aspect for executives in firms across the industry. The first thing that managements should keep in mind while trying to get best performance from the employees is the psychological empowerment of the employees. For employees to work their full capacity, it is said that organizations should focus on the psychological empowerment. This is due to the fact that when their psychological aspects are empowered, they will feel that they need to invest their best talents and skills to the organization, this will keep the organization trying to get the most out of the employee teams as well.

People believe that there is no single factor that may encourage employees to perform well. Employee empowerment alone, is believed, that it won’t let the employee become more creative or the fact that they won’t put their all into the organization. In the case of a psychological empowerment, this case may not be true. This is due to the fact that psychological motivation increases intrinsic motivation, autonomy, and employee competencies.

When comparing the extrinsic motivation with the intrinsic motivation, intrinsic motivation is said to be more important. This does not mean that extrinsic motivation is irrelevant, it is still important. The main factor that generates internal drive is to be able to perform activities without constantly being supervised. When managers trust that their employees have the capability to perform their tasks without the managers intervention it was seen that there was an improvement in the performance of the employee (Qian et al., 2018). In a hypothetical situation if an employee is working on a software project inside the office with his manager constantly supervising, he might lose interest. But if he leaves the office and stay outside and work on his project there will be an internal motivation as he has the capability of using his imagination and creativity.

In order to improve performance through motivation, one of the most important factors in an organization is empowerment. While some argue against the idea of giving the freedom of decision-making, we must realize that it is the most productive and well-established strategy. In order to address team challenges where employees are demotivated, this strategy works the best. In the current era, employees want more than just monetary motivation, employees are looking for an environment where they can be creative and feel recognized for their talents.

Having a motivated leadership surges creativity and loyalty towards the organization. As a result, leaders must recognize the value of employee empowerment by identifying their requirements and efficiently satisfying them in order to empower and motivate their employees. Their organizations, regardless of sector, empowering an employee by giving them the freedom of making their own decisions will eventually make them creative and innovative. The best way to get the most out of heir employees, managers should learn this tactic.

Point

I have a simple approach for high-performing teams with members that enjoy each other’s company and their professions. Remove the leash that management has placed around their necks and let them to make their own judgments. To put it another way, empower them. This tendency began a long time ago, when businesses learned that erecting layers upon layers of bureaucracy stifles creativity, hinders growth, and basically creates hoops for workers to jump through in order to accomplish anything. (Schermuly & Meyer, 2016).

Teams can be empowered in two ways. Firstly, there organization should create a structure in which the team has all the freedom of decision-making and to make their own strategies. The other method is to show that the employees have more power than they already do while they will still have an authority. Structural empowerment, on the other hand, leads to increased psychological empowerment, offering teams (and organizations) the best chance at success. (Schermuly & Meyer, 2016).

According to research, empowered teams benefit in a variety of ways. Members are more enthusiastic about their work. They show a higher level of dedication to the team and the company. They also perform significantly better. Empowerment sends a message to the team that it is trusted and doesn’t need to be micromanaged all of the time by higher management. When teams are given the flexibility to make their own decisions, they embrace greater responsibility for both the good and the bad. (Schermuly & Meyer, 2016).

Granted, empowered teams must take the effort to support their own continual learning and development, but teams entrusted with the capacity to direct their own future do exactly that. So, do yourself (and your organization) a favor and make sure that the decisions that matter are made by teams, not by unnecessary layers of middle managers. (Schermuly & Meyer, 2016).

Counterpoint

There is a huge chance that the disadvantages of empowerment for a team is being forgotten while we only highlight the advantages of decision-making powers for the employees. The idea of giving the employees the decision-making capabilities does not mean the leader can sit around doing nothing. In order to shape the team, an authority still has a vital role to play. (Flanding, Grabman & Cox, 2018).

Yes, during the last many decades, many companies has given equal opportunity for decision making to their subordinates. However, many teams are “empowered” because companies have reached a point where everyone in a company has the same level of authority and there is no higher authority capable of taking a decision. Having empowerment in a workplace is just an excuse for making the relevant motivator such as money irrelevant. (Flanding, Grabman & Cox, 2018).

Furthermore, the organization’s leadership already knows what it wants its teams (and individual employees) to accomplish. It is possible for a situation where the points of a manager become irrelevant, when the manager has a good point, there is a chance that they team would not take it into consideration. Instead, they require guidance on what objectives to pursue and how to achieve them. That is the essence of effective leadership. (Flanding, Grabman & Cox, 2018).

Consider what happens when decision-making authority is shared among members of a team. This will make the concept of ‘team member’ irrelevant and most of the people in the organization will have the authority of decision making and they will all be self-managed. This will keep the team separate from being the entities of the organization. Giving individuals authority does not guarantee that they will use it wisely. As a result, delegate decision-making authority to people who have progressed through the ranks of the company. After all, they ascended to the position of leader for a reason. (Flanding, Grabman & Cox, 2018).

Conclusion

Because their decisions affect the entire team and organizational success, empowering employees helps a team member feel more responsibility for their actions. Employees that are empowered become leaders in their own right, able to lead and accept responsibility for a variety of initiatives. It also improves team members’ self-esteem and trust. Because the team is worldwide, the diversity of the group equals more creativity and innovation, multilingualism is one of the advantages. The team will be encouraged to value and accept its members’ differences. This diversity will aid in the development of better teamwork and performance in the pursuit of the organization’s goals and vision. To maintain good morale and team spirit, the team should build cohesive, effective engagement. This will allow the team to strive toward a common goal and vision.

Each team member will be given the authority to make important choices. This ensures that they will complete the job. When team members are empowered, they are more motivated to carry out their responsibilities and make significant changes. Because they are a part of the organization and responsible for its success, the empowered employee believes that their position is vital. The team will also view its diversity and differences as assets, owing to the fact that it can draw on a wide range of talents, abilities, and experiences. Because the organization works with people of many countries and languages, language skills can be used to expand the company’s reach and performance. In addition to enhanced employee performance, the team’s diversity allows the organization to expand its talent pool. The distinct originality of each member should be recognized, and other members should emphasize on the positive aspects of each member’s personality. Other members should focus on each member’s positive traits in terms of knowledge, talents, and viewpoints, and each member’s unique individuality should be recognized.

References

Aslam, A., & Shah, M. A. (2017). Taxation and the peer-to-peer economy. International Monetary Fund.

Flanding, J. P., Grabman, G. M., & Cox, S. Q. (2018). Playbook to Digital-era Change Leadership. In The Technology Takers. Emerald Publishing Limited.

Fong, K. H., & Snape, E. (2015). Empowering leadership, psychological empowerment, and employee Outcomes: Testing a multi‐level mediating model. British Journal of Management26(1), 126-138.

Jose, G., & Mampilly, S. R. (2014). Psychological empowerment as a predictor of employee engagement: An empirical attestation. Global Business Review15(1), 93-104.

Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management43(4), 1076-1102.

Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: the mediating role of feedback-seeking. Frontiers in psychology9, 2025.

Schermuly, C. C., & Meyer, B. (2016). Good relationships at work: The effects of Leader-Member Exchange and Team–Member Exchange on psychological empowerment, emotional exhaustion, and depression. Journal of Organizational Behavior37(5), 673-691.

Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: Are research and practice evolving fast enough?. Industrial and Organizational Psychology5(1), 2-24.

Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Personnel Review.

Wang, L., Law, K. S., Zhang, M. J., Li, Y. N., & Liang, Y. (2019). It’s mine! Psychological ownership of one’s job explains positive and negative workplace outcomes of job engagement. Journal of Applied Psychology104(2), 229.

Wu, C. M., & Chen, T. J. (2015). Psychological contract fulfillment in the hotel workplace: Empowering leadership, knowledge exchange, and service performance. International Journal of Hospitality Management48, 27-38.

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