Abdeslam Badre On Human Resources Managment

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This is a presentation on Leadership on Human Resources Management, with a case study of Human resources management at IBM company, underlying also leadership styles

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  • REFERENCING SLIDESHARE GROUP 'HUMAN RESOURCES, WELL BEING, PERSONAL DEVELOPMENT'
    This group aims to reference all slide shows with or without sound on psychology, positive thinking, creative thinking, human potential, effectiveness, human resources, personal development, motivation, success, success, happiness, etc. ... In short, everything that can contribute to the well-being (in his body, mind, spirit), a healthy mind in a healthy body. to achieve peace, harmony, happiness, etc.. ...But also of course the joy they bring... We would be honored by your support through your membership. You are invited to join us ! I wish you a nice day. Greetings from France.

    You are invited to join us ! I wish you a nice day. Greetings from France.

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Abdeslam Badre On Human Resources Managment

  1. 1. Leadership in Human Resources Management Abdeslam Badre Abdeslam Badre - Alfred University ( April 2007)
  2. 2. Organization <ul><li>I – General Introduction </li></ul><ul><li>1 - Overview </li></ul><ul><li>2 - Rational </li></ul><ul><li>3 - Objectives </li></ul><ul><li>4 - Questions </li></ul><ul><li>5 - Organization </li></ul><ul><li>II – Review of the Literature </li></ul><ul><li>1 – A definition of Leadership </li></ul><ul><li>2 - The Relationship between Management & Leadership. </li></ul><ul><li>3 - Leadership and Followership </li></ul><ul><li>III - A Framework of Leadership in Human Resources Management </li></ul><ul><li>1 - Factors of Leadership </li></ul><ul><li>2- Leadership styles </li></ul><ul><li>3 - Internal Criteria Affecting Leadership </li></ul><ul><li>4- External factor influencing leadership </li></ul><ul><li>IV – IBM Corporation: a Leader in Human Resources Management </li></ul><ul><ul><li>1 - IBM Profile </li></ul></ul><ul><ul><li>2 - IBM’s Workforce & Diversity </li></ul></ul><ul><ul><li>3 - IBM Human Capital Management </li></ul></ul><ul><ul><li>4 - IBM Recruiting </li></ul></ul><ul><ul><li>5 - Work/Life Balance </li></ul></ul><ul><ul><li>6- Flexibility/Telecommuting/Leave of Absence Programs </li></ul></ul><ul><ul><li>7- Women at IBM </li></ul></ul><ul><li>Conclusion </li></ul><ul><li>Bibliography </li></ul><ul><li>Webliography </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  3. 3. Rationale <ul><li>The value of the topic </li></ul><ul><li>Academic motives </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  4. 4. Objective of this Paper <ul><li>An integrative framework of leadership in HRM. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  5. 5. Addressed Questions <ul><li>What are the major factors governing leadership in Human Resources Management? </li></ul><ul><li>What are the different styles of leadership, and how are they characterized? </li></ul><ul><li>what are the required criteria in today’s Human Resources leader serving international organization? </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  6. 6. What is “Leadership?” <ul><li>Influencing Others </li></ul><ul><ul><li>Accomplish objectives </li></ul></ul><ul><ul><li>Direct the organization </li></ul></ul><ul><li>Abilities </li></ul><ul><ul><li>High personal Attributes </li></ul></ul><ul><ul><li>Diversified intellectual background </li></ul></ul><ul><ul><li>Professional performing skills </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  7. 7. Leadership Vs. Management <ul><li>Leadership </li></ul><ul><ul><li>Influencing One or many regardless of the reason </li></ul></ul><ul><li>Management </li></ul><ul><ul><li>Is leadership to achieve a goal </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  8. 8. John Kotter <ul><li>Perceived both process different </li></ul><ul><li>Favored neither over each other </li></ul><ul><li>Both are necessary in running an organization effectively </li></ul><ul><li>“ Leadership is different from management, but not for the reason most people think. Leadership isn’t mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It’s not the province of a chosen few.” </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  9. 9. Leadership and Followership <ul><li>Followers shape the form and function of a leader </li></ul><ul><li>Robert Greenleaf uses the concept “servant-leadership” </li></ul><ul><ul><li>Employees </li></ul></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>Society </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  10. 10. Leadership in HRM <ul><li>Four Factors of leadership </li></ul><ul><ul><li>The Led </li></ul></ul><ul><ul><li>The Leader </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>The Situation </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  11. 11. The Led (follower) <ul><li>The follower </li></ul><ul><ul><li>Experience Level </li></ul></ul><ul><ul><ul><li>Job Assignment </li></ul></ul></ul><ul><ul><ul><li>Confidence level </li></ul></ul></ul><ul><ul><ul><li>Performance </li></ul></ul></ul><ul><ul><li>Much needed knowledge for employer </li></ul></ul><ul><ul><ul><li>Competence </li></ul></ul></ul><ul><ul><ul><li>Motivation </li></ul></ul></ul><ul><ul><ul><li>Communication skills employer needs </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  12. 12. The Leader <ul><li>Leaders need to grasp who they are as: </li></ul><ul><ul><li>Person </li></ul></ul><ul><ul><li>Professional </li></ul></ul><ul><ul><li>Leader </li></ul></ul><ul><li>Leaders need a good understanding of their: </li></ul><ul><ul><li>Personality </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>performance </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  13. 13. Communication <ul><li>Leaders Duties </li></ul><ul><ul><li>Communicate ideas/messages </li></ul></ul><ul><ul><ul><li>Positive outcomes </li></ul></ul></ul><ul><ul><ul><li>Negative outcomes </li></ul></ul></ul><ul><ul><li>Communication channel </li></ul></ul><ul><ul><ul><li>Oral </li></ul></ul></ul><ul><ul><ul><li>Written </li></ul></ul></ul><ul><ul><ul><li>Physical </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  14. 14. The Situation <ul><li>HR Leader </li></ul><ul><ul><li>Four variables in every situation </li></ul></ul><ul><ul><ul><li>Task </li></ul></ul></ul><ul><ul><ul><li>Timing </li></ul></ul></ul><ul><ul><ul><li>Staff available for task </li></ul></ul></ul><ul><ul><ul><li>Employee competence level </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  15. 15. Leadership Styles <ul><li>Defined by: </li></ul><ul><ul><li>Culture of the company </li></ul></ul><ul><ul><li>Leader’s values, skills, and the given situation </li></ul></ul><ul><li>Seven Leadership Types and Styles </li></ul><ul><ul><ul><li>Autocratic </li></ul></ul></ul><ul><ul><ul><li>Democratic </li></ul></ul></ul><ul><ul><ul><li>Charismatic </li></ul></ul></ul><ul><ul><ul><li>Laissez-Faire </li></ul></ul></ul><ul><ul><ul><li>Participative </li></ul></ul></ul><ul><ul><ul><li>Transformational </li></ul></ul></ul><ul><ul><ul><li>Servant </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  16. 16. The Autocratic Leader <ul><ul><li>Complete control </li></ul></ul><ul><ul><ul><li>Employee Action </li></ul></ul></ul><ul><ul><ul><li>Task Performance </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Give direction and expect outcomes </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  17. 17. The Democratic Leader <ul><ul><li>Employee participation </li></ul></ul><ul><ul><ul><li>Team selection </li></ul></ul></ul><ul><ul><ul><li>More motivation </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Keeps sights on team, will intervene if needed </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  18. 18. The Charismatic Leader <ul><ul><li>Charm the surroundings </li></ul></ul><ul><ul><li>Great listener/speaker </li></ul></ul><ul><ul><ul><li>Uplift the self-esteem of workers </li></ul></ul></ul><ul><ul><ul><ul><ul><li>communicative interactions and motivational tactics </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  19. 19. The Laissez-Faire Leader <ul><ul><li>Exercises little control </li></ul></ul><ul><ul><ul><li>Trust of team </li></ul></ul></ul><ul><ul><ul><li>Professional Experience </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Successful with workers with excellent work history </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  20. 20. Participative Leadership <ul><ul><li>Management by objective </li></ul></ul><ul><ul><ul><li>Joint-decision making </li></ul></ul></ul><ul><ul><ul><li>Power-sharing </li></ul></ul></ul><ul><ul><ul><ul><ul><li>HR department stays flexible </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  21. 21. Transformational Leadership <ul><ul><li>Inspiring employees to become leaders </li></ul></ul><ul><ul><ul><li>Enthusiasm </li></ul></ul></ul><ul><ul><ul><li>View of the future </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Focus on success and development </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  22. 22. Servant Leadership <ul><ul><li>Devotion to lead </li></ul></ul><ul><ul><ul><li>Improve professional performance </li></ul></ul></ul><ul><ul><ul><li>Aid those in need </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Devotion to lead </li></ul></ul></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  23. 23. Internal Criteria Affecting Leadership <ul><li>Leaders are made, not born </li></ul><ul><ul><li>Self-study </li></ul></ul><ul><ul><li>Education </li></ul></ul><ul><ul><li>Professional Experience </li></ul></ul><ul><li>Shaping the profile of great leader </li></ul><ul><ul><ul><li>Personality Mechanisms </li></ul></ul></ul><ul><ul><ul><li>Understanding the leaders duty </li></ul></ul></ul><ul><ul><ul><li>Performance </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  24. 24. External Factors Influencing Leadership <ul><li>Environment </li></ul><ul><ul><li>Organizations goals, mission statement, ethics and standards </li></ul></ul><ul><li>Climate </li></ul><ul><ul><li>Body of beliefs, values, and attitudes of employers and employees </li></ul></ul><ul><li>Culture </li></ul><ul><ul><li>Set of customs, visions, and the way of doing business that a company embraces </li></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  25. 25. IV – IBM Corporation: A Leader in Human Resources Management <ul><li>IBM Profile: </li></ul><ul><li>International Business Machines Corporation is the largest multinational corporation . </li></ul><ul><li>Over 350,000 employees worldwide. </li></ul><ul><li>Engineers & consultants in over 170 countries. </li></ul><ul><li>8 Research laboratories worldwide. </li></ul><ul><li>5 Nobel Prizes , 5 Turing Awards , 5 National Medals of Technology , & 5 National Medals of Science . </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  26. 26. IBM Human Capital Management <ul><li>“ They say a man is known for the company he keeps. We say in our business that a company is known by the men it keeps.” </li></ul><ul><li>Thomas J. Watson IBM Leader & chairman, 1926 </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  27. 27. IBM Human Capital Management (continue..) <ul><li>Two-way communications between manager and employee. </li></ul><ul><li>Opportunity for a fair hearing and equitable settlement of disagreements. </li></ul><ul><li>Implementation of innovative policies: </li></ul><ul><ul><ul><li>The Open Door policy </li></ul></ul></ul><ul><ul><ul><li>“ The Speak Up!” Program </li></ul></ul></ul><ul><ul><ul><li>Comprehensive Employee Opinion Surveys </li></ul></ul></ul><ul><ul><ul><li>Internal Communications and Informational Media: Business Machines and Think magazine </li></ul></ul></ul>Abdeslam Badre - Alfred University ( April 2007)
  28. 28. IBM’s Workforce <ul><li>A good reputation of long-term staff retention with few large scale layoffs. </li></ul><ul><li>Promotion of workforce diversity and equal opportunity. </li></ul><ul><li>employees' same-sex partners & an anti -discrimination clause . </li></ul><ul><li>Rated at 100% on its index of gay-friendliness by The Human Rights Campaign since 2003. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  29. 29. IBM Recruiting <ul><li>Qualified candidates, including women, minorities, people with disabilities, and gays and lesbians. </li></ul><ul><li>Each year, recruiters attend more than 40 diversity-focused conferences and career fairs to recruit. </li></ul><ul><li>an active participant in Entry Point program, sponsored by the American Association for the Advancement of Science, IBM and NASA, dedicated to placing disabled in business & industry, preparing them for corporate and community leadership. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  30. 30. Work/Life Balance <ul><li>1984: the first major employer in the nation to establish a dependent care network for its employees. </li></ul><ul><li>2000, the creation of a five year, $50 M global fund to develop & support work/life programs in communities where its employees live & work </li></ul><ul><li>1995-2000, invested a total of $150 M in dependent care services to help employees better manage their work and personal lives. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  31. 31. Flexibility/Telecommuting/Leave of Absence Programs <ul><li>More than 80,000 IBMers working from a customer’s location, on the road, or at home. </li></ul><ul><li>Flextime working program. </li></ul><ul><li>leave of absence programs provide up to 3 yrs leave for parenting, dependent care or for a once-in-a-lifetime opportunity, subject to management approval. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  32. 32. Women at IBM <ul><li>Long history of commitment to the advancement of women in the workplace </li></ul><ul><li>First professional women in 1935. </li></ul><ul><li>First woman vice president, Ruth Leach, in 1943. </li></ul><ul><li>1995, the company formed its Global Women Leaders . </li></ul><ul><li>445 women executives at the end of 1999 </li></ul><ul><li>Globally, women comprise almost 18 percent of the IBM worldwide executive population. </li></ul><ul><li>the creation of Women of Color & Women in Technology sub-committees & the formation of local women’s networks around the world. </li></ul>Abdeslam Badre - Alfred University ( April 2007)
  33. 33. Thank you! Questions? Abdeslam Badre - Alfred University ( April 2007)
  34. 34. Bibliography <ul><li>[1] - Bennis, Warren. (1989). On Becoming a Leader : “Thoughts on Leadership,” Addison Wesley, New York. </li></ul><ul><li>2 - Buchanan, D. and Huczynski, A. (2004). Organizational Behavior: an introductory text (5th edition) .Harlow: Pearson Education Limited. </li></ul><ul><li>3 - Burns, J. M. (1978). Leadership . New York: Harper & Row </li></ul><ul><li>4 - Goodworth, C. (1988). The Secrets of Successful Leadership and People Management . ( Heinman Professional Publishing, 1988). </li></ul><ul><li>5- Greenleaf, R. (1970) Servant as Leader . Center for Applied Studies </li></ul><ul><li>6 - Hersey, P., Blanchard, K.H (1977), Management of Organizational Behavior: Utilizing Human Resources , 3rd ed, Prentice-Hall, Englewood Cliffs. </li></ul><ul><li>7 - Kotter, John .P. (1990). A Force for Change : How Leadership Differs From Management. New York: Free Press. </li></ul><ul><li>8 - Musser, S.J. (1987). The determination of positive and negative charismatic leadership, Grantham : PA: Messiah College. </li></ul><ul><li>9 - Spears, L. C. (2002). &quot;Tracing the Past, Present, and Future of Servant-Leadership .&quot; In Focus On Leadership: Servant-leadership for the Twenty-first Century . New York, NY: John Wiley and Sons. </li></ul><ul><li>10 - Tannenbaum, A.S. and Schmitt, W.H. (1958). How to Choose a Leadership Pattern . Harvard Business Review . </li></ul><ul><li>Webliography </li></ul><ul><li>1 - www.nwlink.com/~donclark/leader/leadcon.html . Kenneth Boulding, The Image: Knowledge in Life and Society . </li></ul><ul><li>2 - http://library.indstate.edu/servlead </li></ul><ul><li>3 - http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html </li></ul><ul><li>4 - www.ibm.com/diversity </li></ul><ul><li>5 - http://en.wikipedia.org/wiki/IBM </li></ul>Abdeslam Badre - Alfred University ( April 2007)

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