HUMAN BEHAVIOR ON ORGANIZATION

 When they see a job problem, it is “our”, not

EMPOWERMENT “theirs”.
 Is any process that provides greater autonomy
to employees through sharing of relevant How participation works?
information and the provision of control over
factors affecting job performance
 It helps remove the conditions that cause
powerlessness while enhancing employee
feeling of self-efficacy.
 Authorizes employees to cope with situations
and enables them to take control of problems as
they arise.

AUTONOMY – the capacity of a system to make its own TWO VIEWS OF POWER AND INFLUENCE
decision about its action
Autocratic View Power
 Is a fixed amount
FIVE BROAD APPROACHES TO EMPOWERMENT  Comes from the authority structure
1) Helping employees achieve job mastery  Is applied by management
2) Allowing more control
3) Providing successful role models Participative View Power
4) Using social reinforcement and persuasion  Is a variable amount
5) Giving emotional support  Comes from people through both official and
unofficial channels
PARTICIPATION  Is applied by shared ideas and activities in group
 It is the mental and emotional involvement of
people in group situations that encourages PREREQUISITES FOR PARTICIPATION
them to contribute to group goals and share  Adequate time to participate
responsibility for them.  Potential benefits greater than cost
 Relevance to employee interests
Three important ideas:  Adequate employee abilities to deal with the
 INVOLVEMENT subject
 CONTRIBUTION  Mutual ability to communicate
 RESPONSIBILITY  No feeling of threat to either party
 Restriction to the area of a job problem
INVOLVEMENT
 Participation means meaningful involvement Underparticipation
rather than mere muscular activity.  When employees want more participation than
EGO-INVOLVED - a person who participates they have, they are “participatively deprived”.

IDEAS (Motivation to contribute) Overparticipation

 Employees are empowered to release their own  When they have more participation than they
resources of initiative and creativity toward the want, they are “participatively saturated”
objectives of the organization.
 It improves motivation by helping employees RESPONSIBILITIES OF EMPLOYEES AND MANAGERS
understand and clarify their paths towards goal.  Be fully responsible for their actions and their
consequences
ACCEPTANCE OF RESPONSIBILITY  Operate within the relevant organizational
 Participation encourages people to accept policies
responsibility in their group’s activities.  Be contributing team members
 When we talk about their organization, they  Respect and seek to use the perspective of
begin to say “we” not “they”. others
  Be dependable and ethical in their empowered Problems with self-efficacy are often caused by
actions major organizational changes that are beyond the
 Demonstrate responsible self-leadership employees’ control (such as mergers).
Problems may also stem from having to work
BENEFITS OF PARTICIPATION under an authoritarian leader, with in a reward system
 Participation tends to improve motivation that fails to reinforce competence or innovation, or in a
because employees feel more accepted by their job that lacks variety, discretion, role clarity.
employer and more actively involved in the Fortunately, individual perceptions of low levels
situation. of self-efficacy can be raised by empowering employees.
 Once the organizational culture is changed, then Empowerment is any process that provides
the system as a whole becomes more effective. greater autonomy to employees through the sharing of
relevant information and the provision of control over
SERVANT LEADERSHIP factors affecting job performance.
Several key behaviors of a servant leader: Empowerment helps remove the conditions
 They listen actively and empathetically. that cause powerlessness while enhancing employee
 They engage in introspection to understand feelings of self-efficacy.
better their own attitudes and feelings. Empowerment authorizes employees to cope
 They treat others with respect, as equals with situations and enables them to take control of
 They admit mistakes, confess their own problems as they arise.
vulnerability, and ask for help from others.
 They seek to engage in dialogue and often FIVE BROAD APPROACHES TO EMPOWERMENT HAVE
paraphrase to ensure understanding. BEEN SUGGESTED:
 They affirm the worth and contributions of each
participant. 1. helping employees achieve job mastery (giving
 They are willing to admit mistakes and ask for proper training, coaching, and guided experience that
help. will result in initial successes)
 They build trust by articulating their values and 2. Allowing more control (giving them discretion over
acting consistently with them. job performance and then holding them accountable for
 They place great emphasis on helping other outcomes)
people succeed. 3. Providing successful role models (allowing them to
observe peers who already perform successfully on the
EMPOWERMENT job.)
• Process of empowerment 4. Using social reinforcement and persuasion (giving
• Randolph’s Empowerment model praise, encouragement, and verbal feedback designed
• Strategic performance empowerment model to raise self- confidence)
5. Giving emotional support (providing reduction of
PARTICIPATION stress and anxiety through better role definition, task
• Features of Workers participation in management: assistance, and honest caring)
Benefits of Participation
• Prerequisites of participation When managers use these approaches,
• Expectations from employees and managers employees begin believing that they are competent and
• Programs for participation valued, that their jobs have meaning and impact, and
• Guidelines for participation that they have opportunities to use their talents. In
effect, when they have been legitimately empowered, it
Most work organizations have a number of is more likely that their efforts will pay off in the kind of
employees who believe that they are dependent on performance that the organization values. This chain of
others and that their own efforts will have little impact events is illustrated in the Figure below.
on performance. Managers have many behavioral tools available
This powerlessness contributes to the to them to attack the powerlessness problem.
frustrating experience of low self-efficacy – the
conviction among people that they cannot successfully Some of these tools, such as mutual goal
perform their jobs or make meaningful contributions. setting, job feedback, modeling, and contingent reward
systems.
 A major approach, however, lies in the use of • Acknowledge the fear factor
various programs for participative management. Such
programs provide employees with varying degrees of WHAT IS PARTICIPATION?
perceived ownership, input into various steps in the
decision-making process, and the key feeling of choice Participation refers to involvement of
in their work environment. individuals or group of individual for common purpose
Participation in management refers to the
THE PROCESS OF EMPOWERMENT emotional and mental involvement of an employee to
contribute for the goals and share responsibilities of an
Remove conditions of powerlessness organization
Changes Participation is the mental and emotional
Leadership involvement of people in group situations that
Reward system encourages them to contribute to group goals and
Job share responsibility for them.

Enhance job–related Self- efficacy There are three important ideas in this
Job mastery definition– involvement, Contribution and
Control and accountability responsibility
Role models
Reinforcement MENTAL AND EMOTIONAL INVOLVEMENT
Support
First, and probably foremost, participation
Perception of Empowerment means mental and emotional involvement rather than
Competence mere muscular activity. A person’s entire self is
High value involved, not just his or her skill. This involvement is
Job meaning psychological rather than physical. A person who
Increased use of talent participates is ego-involved instead of merely task-
involved.
Performance
MOTIVATION TO CONTRIBUTE

RANDOLPH’S EMPOWERMENT MODEL A second concept in participation is that it

Share Information motivates people to contribute. They are empowered to
• Share company performance information release their own resources of initiative and creativity
• Help people understand the business toward the objectives of the organization, just as Theory
• Build trust through sharing sensitive information Y predicts. In this way participation differs from
• Create self monitoring possibilities “consent”.

Create Autonomy through Structure Participation is more than getting consent for
• Create a clear vision and clarify little pictures something that has already been decided. Its great
Performance value is that it taps the creativity of all employees.
Create a new decision making rules that support
empowerment Participation especially improves motivation by
• Clarify goals and roles collaboratively helping employees understand and clarify their paths
• Establish new empowering performance management toward goals. According to the path-goal model of
processes leadership, the improved understanding of path-goal
• Use heavy doses of training relationship produces a heightened sense of
responsibility for goal attainment. The result is improved
Let teams become the hierarchy motivation.
• Provide direction and training for new skills.
• Provide encouragement and support for change. ACCEPTANCE OF RESPONSIBILITY
• Gradually have managers let go of control
• Work through the leadership vacuum stage.
 Finally, participation encourages people to Empowering the employees increases
accept responsibility in their group’s activities. It is a their ownership or stake in their work. This
social process by which people become self-involved in increases efficiency and productivity.
an organization and want to see it work
successfully. When they talk about their organization, 3. Product quality
they begin to say “we,” not “they.” When they see a job Quality control in product or service is exercised
problem, it is “ours,” not “theirs.” for the lowest level.
Participation helps them become good
organizational citizens rather than non-responsible, 4. Less supervision requirements
machinelike performers. There is greater focus on management of
As individuals begin to accept responsibility for self with due emphasis of widening one’s skill
group activities, they see in it a way to do what set. One of the major benefits of this is that
they want to do, that is, to get a job done for which they there is a lesser need of supervision and
feel responsible. This idea of getting the group to want support staff.
teamwork is a key step in developing it into a successful
work unit. When people want to do something, they will 5. Better grievance redressal
find a way. Under these conditions employees see Increased communication paves way for
managers as supportive contributors to the team. reduced number of grievances and quick and
Employees are ready to work actively with managers effective resolution of dispute (often on the
rather than reactively against them. spot). Union - management relationship is also
benefited and strengthened
Features of Workers participation in
management: 6. Hiring flexibility
a)Emotional and mental involvement Hiring flexibility is increased as a result of
b)Contribute for the goals cross training. Increased coordination among
c)Share responsibilities of an organization team members also offers a comfort zone for
the newly hired.
Objectives of Workers participation in
management
Primary objective: Merits of Workers participation in management
a) industrial harmony a)Increase productivity
b) sense of commitment b)Increase efficiency of employee.
c) sense of belongingness c)Establish industrial peace
d) good communication skills d)Establish industrial democracy
e) handles the resistance e)Well being of individual
f)Personality development
Secondary objectives g)Mutual understanding
a) Economical h)Social well being
b) Social i)Welcome changes
c) Psychological j)Rapid industrialization

BENEFITS OF PARTICIPATION Demerits of Workers participation in management

a)Inactive trade union
1. Innovation and increased efficiency b)Chances of suspicion
The problem solving process and c)Employee may lead a careless life
openness to new ideas can result in innovation. d)Industrial anarchy
Apart from this as mentioned above there is
also knowledge sharing amongst the workers CONTINGENCY FACTORS
and the managers.
DIFFERING EMPLOYEE NEEDS FOR PARTICIPATION
2. Employee satisfaction and motivation Different employee need for participation will
determine whether employees will accept and be
satisfied with the degree of participation offered by Suggestion programs are formal plans to invite
organization individual employees to recommend work
improvements. In most companies the employee whose
RESPONSIBILITIES OF EMPLOYEES AND MANAGER suggestion results in a cost savings may receive a
A critical contingency element in the success of any monetary award in proportion to the first year’s savings.
participative program is the degree to which all
employees recognize that the opportunities provided Quality Emphasis
are accompanied by a set of responsibilities. Ideally, all
employees would agree to For many years, both union and non-union firms
have organized groups of workers and their managers
Expectations for employees into committees to consider and solve job problems.
 Be fully responsible for their actions and their These groups may be called work committees, labor-
consequences management committees, work-improvement task
 Operate within the relevant organizational forces, or involvement teams. They have broad
policies usefulness for improving productivity and
 Be contributing team members communications because most of the employees can be
 Respect and seek to use the perspectives of involved. Popular approaches for this purpose are
others quality circles and total quality management.
 Be dependable and ethical in their empowered
actions Demonstrate responsible self-leadership 2. QUALITY CIRCLES

These responsibilities of employees provide a balance to Voluntary groups that receive training in
those of the manager: statistical techniques and problem-solving skills and
then meet to produce ideas for improving productivity
Expectations for managers and working conditions are known as quality circles.
 Identifying the issues to be addressed
 Specifying the level of involvement desired  To be successful, quality circles should be used
 Providing relevant information and training according to these guidelines:
 Allocating fair rewards  Use them for measurable, short-term problems.
 Obtain continuous support from top
PROGRAMS FOR PARTICIPATION management.
 Apply the group’s skills to problems within the
Methods for implementing Workers participation in circle’s work area.
management  Train supervisors in facilitation skills.
 View quality circles as one starting point for
a)Co-partnership/co-ownership other more participative approaches to be used
b)Workers committee in the future.
c)joint management council
d)suggestions 3. TOTAL QUALITY MANAGEMENT
e)board representation
The TQM approach gets every employee
Consultative Management involved in the process of searching for continuous
Consultative management is the kind of improvements in their operations. The total quality
participation that managers often practice even though management approach constitutes a formal program
the people above them do not apply it. Consultative with direct participation of all employees. Almost any
management, as the name implies, means that issue is subject to exploration, and the process is a
managers ask their employees to think about issues, continuing one of long duration. Consequently, TQM
share their expertise, and contribute their own ideas holds promise as a substantial program in participative
before a managerial decision is made. management.

1. SUGGESTION PROGRAMS Middle-Management Committees

 Middle-Management Committees are group 8. Never attempt to manipulate a decision under the
mechanisms to improve participation of managers guise of participation.
below top organization levels. Their core is a 9. Maintain a delicate balance between over
junior board of directors that is given the opportunity to participation and under participation.
study any problem and to recommend courses of action. 10. Monitor employee perceptions of the level of
Such programs encourage careful study of ideas before empowerment experienced.
they are presented to top management: therefore top
management rarely vetoes a recommendation. New Roles for Managers

4. SELF-MANAGING TEAMS Managers need to start relinquishing their

roles of judge and critic and begin viewing themselves
Some firms have moved beyond consultative as partners with employees . They still need to
and democratic forms of participation, allowing a communicate a direction for their unit, help set
number of major decisions to be made by employee challenging goals, and monitor resources. But their new
groups. role invites them to view themselves as stewards of a
broad range of human and technical resources. This
A more formal version of the group-decision stewardship paradigm shifts their emphasis from
approach is the self-managing team. Sometimes called direction and control to that of servant leadership,
semi-autonomous work groups or socio-technical where their challenge is to help others attain relevant
teams, self-managing teams are natural work groups goals while developing their skills and abilities.
that are given a large degree of decision-making
autonomy; they are expected to control their own
behavior and results. A key feature is the diminished (or
dramatically changed) role of the manager as the team
members learn to acquire new skills.

5. EMPLOYEE OWNERSHIP PLANS

Employee ownership of a firm emerges when

employees provide the capital to purchase control of an
existing operation. The stimulus often comes from
threatened closings of marginally profitable plants,
where workers see little hope of other employment in a
devastated local economy.

Guidelines for participation program success

1. Let workers progress from involvement on simple

issues to more complex ones.
2. Provide employees with relevant training so that they
understand broader organizational issues and financial
statements.
3. Communicate in advance their areas of decisional
freedom and the associated boundaries. THE FIELD OF ENGINEERING MANAGEMENT
4. Don’t force workers to participate if they do not wish Engineers are expected to perform a variety of
to do so. tasks depending on their specialization and job level. It
5. Provide counseling for supervisors so that they will is important to the engineer that he knows what is
know how to handle power sharing. expected of him so that he may be able to perform his
6. Set realistic goals for the early stages of any job effectively and efficiently. His next concern will be to
participative process. identify the skills required but which he does not have.
7. Keep the guiding philosophy behind participation As engineers are not trained to directly deal with
firmly in mind at all times. people, it is expected that their weakness will most
often be on people-based skills. This difficulty will be
more apparent once they are assigned to occupy 1. RESEARCH- where the engineer is engaged in the
management positions. It follows that if the engineer process of learning about nature and codifying this
manager would want to do his job well, some exposure knowledge into usable theories.
to engineering management activities becomes
necessary. 2. DESIGN AND DEVELOPMENT - where the engineer
undertakes the activity of turning a product concept to a
THE FUNCTIONS OF THE ENGINEER finished physical item.
Since prehistoric times, mankind has benefited • Design for manufacturability and value engineering
from the various tools, equipment, and projects teams (a feature of some companies) are charged with
developed by engineers. Among these are the following: improvement of designs and specifications at the
research, development, design, and production stages
1. the stone bladed axe which was a very useful of product development.
tool; and the irrigation system used to promote crop
growing - 6000 to 3000 B.C.; 3. TESTING - where the engineer works in a unit where
2. the pyramids of Egypt - 3000 to 600 B.C.; new products or parts are tested for workability.
3. roadbuilding by the Romans-600 B.C. to A.D.
400; 4. MANUFACTURING-where the engineer is directly in
4. the production of paper and gunpowder by charge of production personnel or assumes
the Chinese - 100 A.D. to 1600 A.D. responsibility for the product.
5. the production of steam engine and the
spinning and weaving machinery - 1601 A.D. to 1799 5. CONSTRUCTION - this is where the construction
A.D.; and engineer (a civil engineer) is either directly in charge of
6. the manufacture of cars and household the construction personnel or may have responsibility
appliances - modem times. for the quality of the construction process.

A listing of all useful tools, equipment, and 6. SALES- where the engineer assists the company's
projects developed and produced by engineers will be customers to meet their needs, especially those that
sufficient to produce volumes of books. These require technical expertise.
contributions indicate that engineers have become an
indispensable segment of the world's professions. This 7. CONSULTING - where the engineer works as
expectation will continue for a long time. consultant of any individual or organization requiring his
services.
Even as engineers are currently producing
solutions to many of the difficulties faced by mankind, 8. GOVERNMENT-where the engineer may find
much is still expected of them. Their outputs, new or employment in the government performing any of the
improvements of old ones are very much needed in the various tasks in regulating, monitoring, and cop trolling
following specific problem concerns: the activities of various institutions, public or private.

1. the production of more food for a fast 9. TEACHING - where the engineer gets employment in
growing world population; a school and is assigned as a teacher of engineering
2. the elimination of air and water pollution; courses. Some of them later become deans, vice
3. solid waste disposal and materials recycling; presidents, and presidents.
4. the reduction of noise in various forms; 10. MANAGEMENT- where the engineer is assigned to
5. supplying the increasing demand for energy; manage groups of people performing specific tasks.
6. supplying the increasing demand for mobility;
7. preventing solving c:rimes; and THE ENGINEER IN VARIOUS TYPES OF ORGANIZATION
8. meeting the increasing demand for
communication facilities. From the viewpoint of the engineer,
organizations may be classified according to the degree
Specifically, the functions of engineering encompass of engineering jobs performed:
the following areas:
L Level One -those with minimal engineering
jobs like retailing firms.
 certain output consistent with the required
2. Level Two - those with a moderate degree of specifications.
engineering jobs like transportation companies.
The top position an engineer manager may
3. Level Three - those with a high degree of hope to occupy is the general managership or
engineering jobs like construction firms. presidency of any firm, large or small. As he scales the
management ladder, he finds that the higher be goes
up, the less technical activities he performs, and the
more management tasks he accepts. In this case, it is
but proper that the management functions taught in
pure management courses be well understood by the
engineer manager.

MANAGEMENT DEFINED

Since the engineer manager is presumed to be

technically competent in his specialization, one may
now proceed to describe more thoroughly the
remaining portion of his job, which is management.

Management may be defined as the “creative

MANAGEMENT SKILLS REQUIRED AT VARIOUS LEVELS problem solving-process of planning, organizing,
leading, and controlling an organization's resources to
Among the types of organizations, the engineer achieve its mission and objectives.”
will have a slim chance of becoming the general
manager or president of level one, unless of course, he THE PROCESS OF MANAGEMENT
owns the firm. The engineer manager may be assigned
to head a small engineering unit of the firm, but there Management is a process consisting of
will not be too many firms which will have this unit. planning, organizing, directing (or leading), and
controlling.
In level two firms, the engineer may be Explained in a simple manner, management
assigned to head the engineering division. The need for must seek to find out the objectives of the organization,
management skills will now be felt by the engineer think of ways on how to achieve them, decide on the
manager. ways to be adapted and the material sources to be used,
determine the human requirements of the total job,
Level three firms provide the biggest assign specific tasks to specific persons, motivate them,
opportunity for an engineer to become the president or and provide means to make sure that the activities are
general manager. In this case, the engineer manager in the right direction.
cannot function effectively without adequate
management skills REQUIREMENTS FOR THE ENGINEER MANAGER'S JOB

WHAT IS ENGINEERING MANAGEMENT? Depending on the type of products or services a

firm produces, the engineer manager must have the
Engineering management refers to the activity following Qualifications:
combining "technical knowledge with the ability to
organize and coordinate worker power, materials, 1. a bachelor's degree in engineering from a
machinery, and money." reputable school. In some cases, a master's degree in
engineering or business management is required;
When the engineer is assigned to supervise the 2. a few years experience in a pure engineering
work of even a few people, he is already engaged in the job;
first phase of engineering management. His main 3. training in supervision;
responsibility is to lead his group into producing a 4. special training in engineering management.
 These qualifications will be of great help to. the 6. Desire to behave in a distinctive way, which
engineer manager in the performance of the var1ous includes standing out from the crowd.
management functions. 7. Sense of responsibility in carrying out the
routine duties associated with managerial work.
HOW ONE MAY BECOME A SUCCESSFUL ENGINEER
MANAGER High scores in the foregoing dimensions are
associated with high motivation to manage.
Successful engineer managers do not happen as
a matter of chance, although luck is a contributory Opportunity
factor. It is very important for the engineer manager to Successful managers become possible only if
know the various factors leading to successful those having the ability and motivation are given the
management. opportunity to manage.
The opportunity for successful management has
Kreitner indicates at least three general two requirements:
preconditions for achieving lasting success as a
manager. They are as follows: 1. Obtaining a suitable managerial job, and
1. ability 2. Finding a supportive climate once on the job.
2. motivation to manage, and
3. opportunity. Newspaper advertisements abound with needs
for engineer managers. It is a little difficult to determine
Ability if the firms requiring their services provide a supportive
Managerial ability refers to the capacity of an engineer climate for effective and efficient management. A
manager to achieve organizational objectives effectively supportive climate is characterized by the recognition of
and efficiently. managerial talent through financial and nonfinancial
rewards.
Effectiveness, according to Higgins, refers to a
description of "whether objectives are accomplished",
while
efficiency is a description of the “relative
amount of resources used in obtaining effectiveness”

Motivation to Manage
Many people have the desire to work and finish
specific tasks assigned by superiors, but not many are
motivated to manage other people so that they may
contribute to the realization of the organization's
objectives.

A management researcher, John B. Miner,

developed a psychometric instrument to measure
objectively an individual's motivation to manage.
The test is anchored to the following
dimensions:

1. Favorable attitude toward those in positions

of authority, such as superiors.
2. Desire to engage in games or sports
competition with peers.
3. Desire to engage in occupational or work-
related competition with peers.
4. Desire to assert oneself and take charge.
5. Desire to exercise power and authority over
others.