This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling. These functions separate the management process from other business functions such as marketing, accounting and finance.
It is a brief presentation of Management Development Programs as to its definition and features gathered through various references included in the presentation as well as its impact to innovation.
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling. These functions separate the management process from other business functions such as marketing, accounting and finance.
It is a brief presentation of Management Development Programs as to its definition and features gathered through various references included in the presentation as well as its impact to innovation.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Performance appraisal problems and solutionszonaharper2
In this file, you can ref useful information about performance appraisal problems and solutions such as performance appraisal problems and solutions methods, performance appraisal problems and solutions tips, performance appraisal problems and solutions forms, performance appraisal problems and solutions phrases … If you need more assistant for performance appraisal problems and solutions, please leave your comment at the end of file.
In this presentation, we will deal with the strategies and processes that are involved in developing the abilities of the managers to deliver and manage the work force efficiently and in a productive way.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Performance appraisal problems and solutionszonaharper2
In this file, you can ref useful information about performance appraisal problems and solutions such as performance appraisal problems and solutions methods, performance appraisal problems and solutions tips, performance appraisal problems and solutions forms, performance appraisal problems and solutions phrases … If you need more assistant for performance appraisal problems and solutions, please leave your comment at the end of file.
In this presentation, we will deal with the strategies and processes that are involved in developing the abilities of the managers to deliver and manage the work force efficiently and in a productive way.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Human Resources Management and Leadership for Growthspin-up
Support presentation to the SPIN-UP Training Programme on Entrepreneurial Skills for University Spin-Offs.
SPIN-UP is a cooperation project supported by the European Commission that aims to create an Entrepreneurship Training and Coaching Programme that contributes to the development of Key Entrepreneurial Skills, both technical and behavioural, essential to enable and leverage University Spin-Offs growth.
Download and have access to other training materials in www.spin-up.eu
For them,who studying management studies...........and try to make a good impression on their teachers..........So give this ppt to ur class n see,what they'll think about you.....Dis is my 1st ppt in my life n dis really helps me to improve my personality development................!!!!
Half day open training event on the advantages and disadvantages of performance appraisals, involving the discussion of what constitutes an effective performance appraisal. This event was held in London and the delegates included HR professionals, company owners and departmental heads.
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
1
Human Resources
Strategic Planning
HRM 329
people and planning… what a great combination
- anonymous
Claremont Graduate University
Division of Behavioral and Organizational Sciences
Human Resources Management
1
“Lawnchair Larry” at 16,000 feet!
2
Course Goal
The focus of our time together will be to gain a better understanding of
the impact between the intersection of an organization’s strategic plan
and an organization’s management of their human resources i.e. human
capital. Therefore, a fundamental question to ask is:
“ Based upon the contributions made by an
organization’s participants, how can firms
effectively manage people to support selected
organizational strategies that lead to a
competitive advantage?”
Introduction
3
Fortune’s Most Admired Companies – 2020
4
2
Fortune’s Most Admired Companies – 2020
5
Fortune’s Best Companies to Work For – 2020
6
Fortune’s Best & Most Admired Companies to Work For – Comparison
7
BEST Places to Work – 2020
8
3
9
Linkedin Most Desired per Employers
10
Course Basics
Introduction
11
Desired Course Outcomes
Introduction
12
4
Text, Case Studies and Journal References
Introduction
13
Optional Reading
Introduction
14
Attendance Policy
Introduction
15
Contribution and Evaluation
Introduction
16
5
Contribution and Evaluation
Introduction
17
Contribution and Evaluation
Introduction
18
Grading
Introduction
19
Course Requirements and Assignments
Introduction
20
6
A MODEL FOR
STRATEGIC LEADERSHIP
humility and a sense of vision…
this is good to great.
- jim collins
21
The ROLE of a leader is:
To Do Everything Possible
for their Employees to Succeed.
…YES Everything!
A Model for Strategic Leadership
22
….character FIRST, methods SECOND.
This is the KEY.
The FOUNDATION of a Leader is MORE about
CHARACTER than METHOD
A Model for Strategic Leadership
23
Question:
Every person has character.
Character is a continuum...
...both good and bad.
How is YOUR CHARACTER displayed?
Is it different at home than working in HR?
24
7
Relationships is sharing with others the way
“they need to hear it.”
Not the way “you want to share it.”
At the CORE of a leader is one’s
VOICE and one’s TOUCH
A Model for Strategic Leadership
25
Too often the case, we assume what’s shared is
understood by everyone. Why?
“Because it was understood by myself”.
Voice & Touch is treating people with:
• DIGNITY
• RESPECT
• COMPASSION
• INTEGRITY
26
There are 2 parts to leadership:
Facilitating the Vision (or direction)
Implementing the Vision (or direction)
If you want RESPONSIBLE People...
You must be RESPONSIBLE Yourself.
Strategic Leadership
27
< leader
< follower
<<<< Facilitating the Vision
(direction)
One’s CHARACTER supports how a leader facilitates.
28
8
< follower (going for it!!)
< leader
<<<< Implementing the Vision
(direction)
One’s CHARACTER supports how a leader s.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
Looking for the right leaders for your organization? Here is an example of the type of psychological, behavioral and competency report we develop for our clients. This report informs you of the candidate's suitability to your organizations culture and a specific management or leadership role. The report offers detailed information regarding the candidate’s strengths and weaknesses relevant to the role as well as general information regarding the candidate’s leadership and behavioral style and abilities. The report includes recommended interview questions, which can be used to further probe issues identified in the report. The report is tailored to measure experience against the role expectations in the job description.
A guide to succession planning and leadership development. As a busy human resource professional, you probably find it difficult
to keep up with the latest academic research in the field. Yet knowing which HR practices have been shown by research to be effective can help you in your role as an HR professional. Effective succession planning involves more than just a replacement planning process. It also includes a comprehensive employee development system
Call for application - REMENA Youth Academy on Renewable Energy and Energy Se...Abdeslam Badre, PhD
The Konrad Adenauer Stiftung - REMENA (Regional Program on Energy Security and Climate
Change Middle East and North Africa) in Rabat will bring together 60 young leaders from various
countries within the MENA region and Turkey for a 8 day capacity building training that
aims at fostering Youth negotiation and policy making skills as well as their knowledge and
advocacy capacities for addressing the challenges and campaigning for sustainable solutions
linked to Energy Security and Climate Change within the MENA region from the perspective of
the youth. The training will be conducted by a pool of regional and international experts in the
fields of negotiation and Renewables.
1. 1st international conference of women in science without bordersAbdeslam Badre, PhD
Like her sisters in the West, the Arab female scientist has made discernible successes in science,
especially, Science and Engineering (S&E); however, her achievement has yet to be completely translated
into the S&E workforce. 2016 Data from the National Academies of Science, Engineering and Medicine,
highlight the increasing number of degrees earned by women in science and engineering, especially in the
Middle East North Africa Region (MENA), but when all the S&E disciplines are aggregated, it is easy to
overlook both the advances in education attainment women have made in the life sciences, as well as the
continuing challenges women face in some of the physical sciences and engineering fields. The present
paper sheds lights on the current professional situation of Arab female scientists in the Middle East North
African (MENA) region. The paper argues that women in science in the MENA region, on the one hand,
have been and are being heard and seen through their: a) outstanding contributions and innovative outputs
in in applied sciences (STEM) and beyond; b) participation in various international scientific gatherings; c)
winning of a number of internationally recognized honors and prices; and d) securing substantial amounts
of research external funding establishing transnational collaborations for launching scientific undertakings.
On the other hand, Arab female scientists in the region still suffer inequality in terms of involvement in
science-based professions, decision-making and power-sharing positions, which is why although the
number of Arab female enrolments and graduations in post-graduate science education have increased
during the current decade, many of these scientists do not make their career paths into science profession
and industries, because once there, most of them are faced up with a public sphere governed by
androcentrism. The paper suggests two programmatic recommendations for bridging the gap between
women’s transition from education to career building in scientific fields.
1. How can international scientific engagement assist diplomacy, advance science, and help solve global problems in a better and faster pace? 2. What can we, and by we I mean young scientists, do (in addition to what senior scientist are already doing) to help facilitate this engagement?To answer these two questions, the paper benches out into three sections, embarking on three main concepts: 1) the challenges and interplays between politicians and scientists’ communication during the process of transforming the evidence based-scientific knowledge into applicable policies that have tangible impact on the laymen’s lives; 2) the modes and functions of leadership in the science policy-making process and interaction between the two bodies: scientists and politicians; and 3), the paper will be concluded with highlight of some of the areas that both decision makers and scientists need to invest more ways and means in order to leverage tangible solution to cross-cutting societal challenges though science diplomacy.
Supranational Integration Versus Intergovernmental Structure: The European U...Abdeslam Badre, PhD
The thesis of this essay provokes a statement holding that the AU, compared the EU, has so far failed in its endeavor to develop an “integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in global arena”. The reason behind this partial failure is accounted for in terms the level of intergovernmental and supranational arrangements characterizing both the EU and AU. To support this claim, the paper suggests a comparative analysis of the functional mechanisms of each of the Unions, by discussing the variables of Intergovernmentalism and supranationalism, as distinguishing features between the two Unions. Three sections constitute the body of the essay: 1) a brief presentation of three key concepts: i) intergovernmentalism, ii) supranationalism, and iii) regional integration; 2) the historical contexts within which each of the Unions was created; and 3) a comparative analysis.
The Archetect and the Ruin: Richard C. Holbrooke and the Bosnian ConflictAbdeslam Badre, PhD
Research based findings have already shown that factors in the management of critical situations in the field of foreign policies and multi-lateral negotiations do not only require an understanding of the contextual, political, social, and strategic factors of those situations but also, and maybe more importantly, they necessitate a deep grasp of a number of psychological factors that affect the management and proceeding of international negotiations and mediations of the leader. The paper attempts to materialize its objectives by scrutinizing one of the most influential diplomats and foreign envoys the US foreign policy has witnessed during the last half of 20th century: Richard C. Holbrooke. In order to narrow the scope of this essay, the paper will focus on the Holbrooke’s Dayton Peace Accord that put an end to the tragic war in Bosnia, in 1995. Since the debate here is about the psychological dimension in foreign decision making, the focus then will be on sketching out an analysis of personality traits of Holbrooke, not simply as an individual; but Holbrooke the architect of one of the most recent and most challenging peace treaties in the post-cold war Eastern Europe. Accordingly, the Operational Code model (OCA) is adopted as the main framework of analysis, since it focuses on the beliefs of political leaders as causal mechanisms in foreign policy decisions.
Deconstructing the “Arab Spring”: A Constrcutivist AnalysisAbdeslam Badre, PhD
This paper endeavours to offer an alternative reading to the sweeping revolutions in the Arab region from within social constructivist theory, by sketching out the historical context as well as the political environments that have fuelled the masses outrageous uprisings. Accounted for also is a discussion of how the struggle of some neighbouring countries over power and strategic attempts to lay sway over the region is trying to shape the future of the internal socio-political profile as well as the international geopolitical relations of the MENA region. This paper holds the belief that the consequences of the Arab Spring cannot be accurately predicted; yet, regional involvement will be fully active in determining the future course of the Middle East. The centres of power that are active in this political process are located in Qatar, Saudi Arabia, Turkey, and Iran. Each centre of power has a different political agenda, possesses different means of influence and is motivated by its religious orientations as well as its internationals allies’ agenda. The rationale motivating the selection of social constructivist theory lurks in the intrinsic premise of the latter, which does not seek to provide predictive outcomes of the events, but offers analytical tools for understanding the roots and forces manoeuvring the socio-political change.
Corporate Social Responsibility in the MENA Regions - Abdeslam BadreAbdeslam Badre, PhD
Relatively new in the Arab World, Corporate Social Responsibility (CSR) is one among the ethical practices which has already become crucial in promoting a positive image about a few Arab Macro-economic projects throughout the Arab business community. Still, Arab companies make up just 1% of the 4,650 organizations which are registered and have filed reports on the Global Reporting Initiative’s Sustainability Disclosure Database (GRISDD. With the recent political uprisings in the Arab region, along with the international economic crisis, new challenges have came to the forth to shape new realities; yet, unfolding invaluable opportunities for modernizing the Business infrastructure in the region.
It is on this ground that civil society, being the backbone of the non-state power, especially in a region where most of the political institutions have been either inexistent or undemocratic, could play a leadership role in monitoring and enforcing social responsibilities‘ practices on both public and private sectors; with the intent 1) to modernize the Business Structure in the region, 2) to motivate and preserve collective investments, 3) and to optimize the number of companies registering in the Global Reporting Initiative’s Sustainability Disclosure Database (GRISDD).
This presentation talks about the unprecedented role Arab local and regional body of NGOs, which for decades have suffered from their regimes‘ oppressions, can and should play in monitoring and enforcing ethical practices and sustainable strategies of social responsibilities on the State as well as private-owned companies towards their communities, especially in Egypt, Tunisia, Libya, and Morocco wherein most of the vital economic sectors have been monopolized by the regimes‘ entourage. The presentation will also showcase the UAE experience in establishing partnerships for a sustainable future along with the Lebanese experience in implementing CSR initiatives, and Qatar's ethical investments.
This paper provides a brief summary ob the major literary movements from the 18th to the 20th century. I also highlights the major works of the prominent figures of each literary era.
Towards a Reflective Classroom peer.doc: ESL/EFL Teachers' Professional TrainingAbdeslam Badre, PhD
While teachers’ peer observation is receiving widespread interest, and is being implemented in numerous institutions in different fields of education around the world (more than 40% of US colleges and universities now use classroom peer observation), it is still looked upon with much wariness within most Arab countries ELT context, which is presently leading to consensual reluctance to incorporating it within the MENA regions’ ELT community and public schools alike. In the light of this, touchstones of this paper are twofold: on the one hand, it is an attempt to dissociate the traditional notion of observation from the modern one, based on reflective aims rather than evaluative ends. On the other hand, it endeavors to promote a systematic incorporation of peer observation within the professional and pedagogical continuous training of Moroccan public schools. Will peer observation’s implementation be an easy task? Of course not; otherwise, we would not be talking about “ELT global challenges.” To reach this end, the paper comprises five main parts
Towards a Capacity-Building and Apprenticeship Education within African Nations Abdeslam Badre, PhD
Africa is the most interesting and diverse continent on the earth. It is the home of an incredible variety of people, animals, climates, and spectacular places. It is a country known for its beautiful colorful clothing and its history of incredible works of art. The African continent has the second largest population in the world, at about one billion people. Africa is the second largest continent on earth, approximately 11.7 million square miles. One of the oldest universities in the world is in Timbuktu, Mali. By the 12th century Timbuktu was home to three universities. Over 25,000 students attended one of the Timbuktu universities in the 12th century.
The period from the 8th to the 14th centuries was not only an era
marking the existence of the Muslim empire in Andalusia; it was one of the
historical eyewitnesses on the remarkably outstanding model of interfaith
tolerance in which nowhere else in the world had there been so long and so
close of a relationship between the three faiths: Islam, Christianity and
Judaism. To pay tribune to that era and bridge its impact on our modern
time, the Foundation of Three Cultures came to the forth with the aim to
unite Christian, Jewish and Muslim cultures and contribute in synergizing
the three regions’ efforts to face up the third millennium’s challenges. The
aim of this presentation, accordingly, is to bridge up the past with present
of interfaith and intercultural coexistence in Andalusia by zooming in on the
work of the foundation as a non-state body that works to create a
framework for multilateral relationships to promote shared prosperity,
peace and intercultural understanding across the Mediterranean.
Usually, when speaking about reading in FL, the first thing that comes to the mind is a
picture of long boring text with a list of questions the aim of which is to challenge one’s
IQ. This picture among a number of other factors stand behind the negative attitudes a
great number of ESF/ESL learners hold toward READING SKILLS. This presentation
might help you help your students change their negative attitudes, if there were any,
towards reading skills, by demonstrating to you how you can eclecticize your teaching of
reading and making your students excitingly benefit from it! Discussed are: 1) the
different typologies of reading skills in EFL/ESL classroom; 2) the various strategies
following each type; and 3) the implementation procedures of each type.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
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2. Outline:
I – General Introduction
1 - Overview
2 - Rational
3 - Objectives
4 - Questions
5 - Organization
II – Review of the Literature
1 – A definition of Leadership
2 - The Relationship between Management & Leadership.
3 - Leadership and Followership
III - A Framework of Leadership in Human Resources Management
1 - Factors of Leadership
- Follower
- Leader
- Communication
- Situation
2- Leadership styles
- Autocratic leader
- Democratic leader
- Charismatic Leader
- Participative Leader
- Transformational Leader
- Servant Leader
- Laissez-Faire Leader
3 - Internal Criteria Affecting Leadership
- Personality factor & Leadership
- Knowledge & Leadership
- Performance & leadership
4- External factor influencing leadership
- Environment
- Climate
- Culture
IV – IBM Corporation: a Leader in Human Resources Management
1 - IBM Profile
2 - IBM’s Workforce & Diversity
3 - IBM Human Capital Management
4 - IBM Recruiting
5 - Work/Life Balance
6- Flexibility/Telecommuting/Leave of Absence Programs
7- Women at IBM
Conclusion
Bibliography
Webliography
Appendix : Power-Point Slides
2
3. Table of Content
I – General Introduction …………………………………………………… 4
1 – Overview ………………………………………………………………………………... 4
2 – Rational …………………………………………………………………………………. 4
3 - Objectives ……………………………………………………………………………….. 5
4 – Questions………………………………………………………………………………… 6
5 – Organization ……………………………………………………………………………. 7
II – Review of the Literature ……………………………………………… 8
1 – A definition of Leadership ……………………………………………………………. 8
2 - The Relationship between Management & Leadership ……………………………... 9
3 - Leadership and Followership………………………………………………………….. 11
III - A Framework of Leadership in Human Resources Management ... 12
1 - Factors of Leadership …………………………………………………………………. 12
2- Leadership styles ………………………………………………………………………. 13
3 - Internal Criteria Affecting Leadership ……………………………………………… 16
4- External factor influencing leadership ……………………………………………….. 18
IV – IBM Corporation: a Leader in Human Resources Management … 20
1 - IBM Profile …………………………………………………………………………….. 20
2 - IBM’s Workforce & Diversity ………………………………………………………... 20
3 - IBM Human Capital Management ………………………………………………….... 21
4 - IBM Recruiting ………………………………………………………………………… 21
5 - Work/Life Balance …………………………………………………………………….. 22
6- Flexibility/Telecommuting/Leave of Absence Programs …………………………...... 22
7- Women at IBM ………………………………………………………………………….. 22
Conclusion ………………………………………………………………………………. 23
Bibliography ……………………………………………………………………………. 24
Webliography ……………………………………..……………………………………. 24
3
4. I – General Introduction
1. Overview
A few years ago, the goal for which Human Resources Management was created
was to make it possible for any organization to meet its strategic goals by selecting,
developing, maintaining, and effectively managing the human capital, being the most
invaluable entity of the organization’s three assets. It has been known for the human
resources department to devise an interdisciplinary examination, understanding, and
planning strategies of the human capital. However, the fierce international competition
resulted from globalization, the worldwide emerging markets, and the technological
advancement have created an urgent need for both private as well as public organizations
to work out innovative and competitive management strategies consistent with the fast-
pace changing marketplace where only the most adaptable, resilient, and customer-
centered organizations can survive. In such an environment, the duties of the human
resource leaders are no more just aligning the employees’ performance with the
organization’s strategic objectives. Further, organizations have become in need of a
Human Resources leader whose charismatic personality, well-rounded knowledge, and
task-oriented performance would enable himher to grasp the dynamic environment
within which today’s organizations operate: a know-how leader who can make the human
capital takes part in the formulation and implementation of the Human Resource policies
which stem from and influence the workplace environment.
2. Rationale
The reasons behind selecting “Leadership in Human Resources Management” as
the core subject of this paper have been motivated by both the value of the topic and
academic motives. Leadership is a form of control which is not restricted to business
world, for it has historically maintained unity and integrity within organizations and
communities. Leadership is a rationale form of authority that any type of organization is
in need of, be it political, social, or economic. Its value duels in its mission, which is
serving through directive vision and concrete guidelines. In marketing, a number of
practitioners have sensed the importance of leadership for the success of business.
However, the fast and global socio-economic changes have obliged companies to revise
4
5. their management and leadership strategies in order to survive in the world economy.
Hence, rethinking the concept and practices of leadership in areas of Human Resources
Management or Strategic Marketing Management has become a necessarily. This is
partially why the topic of Leadership in Human Resources Management is brought in this
paper.
Additionally, having been exposed to various aspects, controversial concepts,
issues, theories, and taking a Course of Human Resources Management, I have developed
a sort of reflective maturity toward this field, and become more aware of aspects that
need more academic investigation in this area of study. In addition, my participation (as
Chaperon of a group of Business school students at Alfred University) in the 2007
Society for Human Resource Management’s – SHRM- Regional Conference1, held at
Rutgers University of New Jersey, in which a number of Human Resources well-
qualified professors, international business analysts, Chief Executive Officers of
international organizations, and over hundred of students from a number the States’
Universities meet to share their theoretical and professional expertise, was among the
reasons that motivated the writing of this paper. One of the event’s panel discussion
addressed the issue of “Professional Growth through Volunteer Leadership,” which
highlighted the crucial role of leadership in the success of organizations in the era of
globalization. Accordingly, it grew lucid in my mind the fruitfulness of writing a simple
but up-dated framework of Human Resources leadership profile, hoping that it would be
informative for any business student as well as any person has intent to learn about
leadership in the area of Human Resources.
3. Objective of this Paper
The subject of this paper revolves around the notion of ‘leadership’ in the area of
Human Resources Management. The aim is to sketch out an integrative framework of
the prerequisite features of an efficient leader in matter of Human Resources
Management. The model of “leadership,” suggested in this paper, is not an unprecedented
framework; rather, it is a modified and up-to-date approach to leadership, which takes
into consideration some of the major changes as well as previous theories and approaches
1
- Northeast regional student conference & Human Resources Games organized by Society for Human
Resource Management’s – SHRM- at Rutgers University of New Jersey. March 30th -31st, 2007.
5
6. of management, in general, and Human Resources Management, in specific. Hence, this
model is not the outcome of any scientific study or field work assessment. It is a mere
outcome of the accumulated knowledge, theoretical tools and approaches I have acquired
from our Academic Course of Human Resource Management, along with my
participation in the Human Resources Regional Conference, held at Rutgers University of
New Jersey, in addition to a review of literature and the outcome of my humble life-
experience.
4. Addressed Questions
On the ground of the aforementioned rationale and objectives, the present paper seeks to
answer three main questions:
1 – What are the major factors governing leadership in Human Resources Management?
Answer to this question will provide a general frame of the mechanisms – internal
and external – that both mould the leadership styles adopted by the Human Resources
leader, and map out the directions followed in the leading process.
2 – What are the different styles of leadership, and how are they characterized?
The aim behind raising this question is to highlight current leadership styles and
underlying features of each approach to leadership.
3 – Considering the fast-pace changes taking place at the global level, what are the
criteria required in today’s Human Resources leader serving international organization?
The third question is meant to develop a tentative framework of an efficient
would-be-leader in a global marketplace. The basis on which this updated model is going
to be developed is derived from two main sources: first, previous theories and models of
leadership suggested by professionals and psychologist leadership. The second source
will be derived from a focus on IBM international corporate’s leadership strategy in the
area of human resources. Notably, answers to these questions are not based on any
scientific experiments or empirical data. Rather, they tentative answer based on analytical
study, supported by an overall review of literature. That says that the paper does not
claim any generalizable results or recommendations.
6
7. 5. Organization
This paper is made up of four parts. Part one is a form of a general introduction,
containing a general review, rationale, objectives, and the addressed questions alongside
the organisation of the paper. Part two covers the review of the literature, related to the
scope of topic: thus, a thorough definition of leadership, management, and followership is
going to be catered for. Part three outlines a framework of Leadership in Human
Resources Management; in this vain, both internal and external criteria constructing the
profile of an efficient leader are to be mapped out. Besides, a review of major styles of
leadership is to be discussed, followed by the four Factors governing Leadership within
an organization, namely: 1) Leaders, 2) followers, 3) Communication, 4) the Context. In
part four, discussed is a model of human resources leadership in today’s global
organization: the case of IBM Organization will exemplify of adopting a model of a good
leadership in the area of Human resources management. The paper will be concluded by
a recapitalization of the main points discussed in this paper.
7
8. II – Review of the Literature
The issue of leadership, in general, has long occupied the timely and spatial
contexts of a number of theorists and thinkers in all fields of science and human
interactions. Its importance resides in its intrinsic value and tremendous impact on both
individuals as will as organizations, for it is an intellectually all-encompassing subject.
Ironically enough, this area of study remains a puzzling topic, in most of its parts,
because the topic has not yet been experimentally investigated; and there is not up till
now any scientific study on leadership. This is why there is hardly a consensus on an
exact definition of the concept.
1- What is “leadership?”
I n “ T h e I m a g e : K n o w l e d g e i n L i f e a n d S o c i e t y , ” Kenneth Boulding
defines “leadership” as “a process by which a person influences others to accomplish
an objective and directs the organization in a way that makes it more cohesive and
coherent.2 ” In this vain, leadership in human resources management reflects an
individual’s abilities to efficiently direct a group of individuals or workers toward
achieving pre-set goals of a given organization or company of which they are members.
These abilities can be summarized in high personal attributes, diversified intellectual
background, and professional performing skills, all of which make of an individual a
charismatic leader who is considered as a model to be followed. Being as such, a leader is
not only expected to have a clear vision on the future of the organization but also required
to communicate this vision with the employees and make them active participants in its
realization, by providing them with both directions and motivation. Leadership process,
in this respect, appears to be synonymous with management practices in the sense that
both managers and leaders hold the same responsibility towards their organization, and
have a direct authority over the latter’s employees; thus, leadership style can be also
applied to management style. However, a number of strategic management theorists
underline a difference between the two processes.
2
- Kenneth Boulding, The Image: Knowledge in Life and Society.
www.nwlink.com/~donclark/leader/leadcon.html.
8
9. 2 - The Difference between Leadership and Management
One of the main factors distinguishing between management and leadership is
highlighted by Hersey, P. and Blanchard who consider management styles as a part of the
whole leadership process. According to both theorists,
"Leadership occurs any time one attempts to influence the behavior of
an individual or group, regardless of the reason. . . . Management is a
kind of leadership in which the achievement of organizational goals is
paramount.3”
That says that the primary role of management within an organization is to align the
employees’ performance with the organization’s strategic objectives, which is just one
form of leadership. Another distinction has to do with the nature of power both a manager
and a leader hold within the organization. While a manager has a legal power derived
from his professional status, the leader derives his power from the influence s/he might
have on his followers. Hence, a manager has the authority to boss people around because
of the power s/he has over them; whereas, a leader’s power is represented in his capacity
to make his/her followers want to achieve given goals. Further, leadership is perceived as
inspiring in its overall vision regardless the reasons or goals behind it; contrastingly,
management anchors on the realization of a concrete plan in a specific time frame.
Warren Bennis4 drew a lucid dichotomy between the duties and roles of a leader and a
manager in an organization. For him, Leaders’ interests revolve around establishing clear
vision, direction, goals, efficacy, purpose, and the trust-inspiration of the followers.
Managers, on the other side, are concerned with short-term achievement by controlling
the workers’ performance. Further, Managers administer while leaders innovate. They
have their eye on the bottom line with a focus on systems and structure of the
organization; whereas leaders have a wider vision of the horizon with a focus on people.
Indeed, contrasting both processes may prove to be informative in terms of the
nature and roles of leadership and management. However, these distinctions tend to
3
- Hersey, P., Blanchard, K.H (1977), Management of Organizational Behavior: Utilizing Human
Resources, 3rd ed, Prentice-Hall, Englewood Cliffs.
4
- Bennis, Warren. (1989). On Becoming a Leader: “Thoughts on Leadership,” Addison Wesley, New
York.
9
10. picture management in a traditional and inferior form of control in the sense that it is
inflexible and rather bureaucratic process: it deploys the human, financial, technological,
and natural resources in meeting the companies preset goals as opposed to the dynamic
and strategic process of leadership, depicted as human-capital and creativity-inspiring
dynamic. In this vain, John Kotter (1990) introduces a new dimension, perceiving both
processes as different in function, but none is necessary favored over the other. He
decrees that both are equally necessary for the effective running of an organization:
“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 few5."
Buchanan and Huczynski (2004) align with the latter trend and design a frame work of
various functions in the agenda of both leaders and managers. Figure .1 summarizes
Buchanan and Huczynski’s model6. Other Human Resources analysts argue that a
comprehensive definition of the concept of “leadership” is better achieved through
understanding the intrinsic leader-follower and/or leadership-followership correlation.
Leadership functions Management functions
Creating an agenda Establishing direction: Vision of Plans and budgets: Decide
the future, develop strategies for action plans and timetables,
change to achieve goals allocate resources
Aligning people: Communicate Organizing and staffing: Decide
vision and strategy, influence structure and allocate staff,
Developing people
creation of teams which accept develop policies, procedures
validity of goals and monitoring
Motivating and inspiring: Controlling, problem solving:
Execution Energize people to overcome Monitor results against plan
obstacles, satisfy human needs and take corrective action
Produces positive and Produces order, consistency
Outcomes sometimes dramatic change and predictability
5
- Kotter, John .P. (1990). A Force for Change: How Leadership Differs From Management. New York:
Free Press.
6
- Buchanan, D. and Huczynski, A. (2004). Organizational Behavior: an introductory text (5th
edition).Harlow: Pearson Education Limited.
10
11. Figure 1: Leadership and Management (Buchanan and Huczynski, 2004, p 718 - based on Kotter,
1990)
3 - Leadership and Followership
Current analysts have shift their focus toward the followers/employees, and followership.
Robert Greenleaf7 has lately introduced the concept of followership, being a crucial
factor in shaping the form and function of leadership, alongside a profile of theleader.
The concept “servant-leadership,” according to Robert, refers to the leader’s commitment
to serve his employees, organization, and society. True enough, employees represent
keystone in the life and function of the leaders. The latter, in fact, do not choose to be so,
but they are made by the group which shapes their aspirations and values. For example,
part of being an effective leader is having excellent ideas, or a clear sense of direction, a
sense of mission. But such ideas or vision are useless unless the leader can communicate
them and get them accepted by followers. Once this reciprocal communication is
blocked, leaders become lost, out of touch, and unwanted by the group. Thus, the more
the leader-follower interaction studied, the better the process of leadership is understood
and can be theorized for the sake of designing training programs and academic
curriculum aiming at making the process of leadership a systematically transferable core
of skills in the field of human resources in particular.
7
- Greenleaf, R. (1970) Servant as Leader. Center for Applied Studies.
11
12. III - A Framework of Leadership in Human Resources Management
1 - Factors of Leadership
Like in any other form of organization, leadership in a business organization is governed
by four factors: 1) led, 2) leader, 3) communication, 4) situation.
- The Led: Also known as follower, it refers to the staff members or employees
under the leader’ responsibility. In order to establish mutually successful report with the
led/employees, the human resources leader has to know every single employee’s
experience level pertaining to the assigned job, confidence level, and how best they can
perform under different working environment. On the ground of this knowledge of the
led, the leader can evaluate the level of competence, motivation, and communication
skills needed for his/her employees. These thee points are very essential for
understanding the nature and qualification of employees, which, in return, would help
adjusting the appropriate leadership style according to each individual worker’s needs.
For example, an experienced worker might need less monitoring than an inexperienced
one; an unmotivated employee may require different approach than a highly motivated
one. In order to come to this level of understanding, the leader needs to devote much time
in understanding the human capital under his/her responsibility, because it is the
followers who may determine whether or not an individual is a successful leader.
- The Leader: as a leader, one has to have a comprehensive grasp of who s/he is,
as a person, a professional, and a leader. Besides, the leader has to delineate the repertory
of his/her general and professional knowledge as Human Resources employer. Being
aware of what one knows implies that one is able to decide what s/he can do as Human
resources leader. In short, leaders have to have a good understanding of their personality,
knowledge, and performance.
- Communication: Part of the leader’s duties is to communicate ideas/messages
on a regular basis with all the employees. The formulation of the communicated ideas can
have either positive or negative outcomes on the employees’ understanding and
translation of the messages into concrete actions. Therefore, the leader has to be clever in
selecting the communication channel – oral, written, or physical- the context, and timing
of message delivery: effective communication does not only strengthen the relationship
12
13. between the leader and the employees but it also influences the organization’s
performance and image.
- The Situation: this is a dynamic factor that requires the leader to be situation-
oriented in his/her problem-solving skills. For so doing, the human resources leader has
to perpetually consider four main variables in every situation, including: the task, the
timing, the staff available for task, and the subordinate competence level. A leader may,
for instance, need to decide on an employee’s inappropriate behavior in the workplace;
the choice of the time, the context, and the nature of the punishment itself has to be
consistent with the nature of the mistake; otherwise, the confrontation might be
ineffective. Indeed, these four factors – the led, the leader, communication, and situation
– are said to govern the roles of the human resources leader in the sense that help
determining preferred leadership styles that would align with the culture and vision of a
given organization.
2- Leadership Styles
Leadership styles in Human Resources Management is mainly defined by the culture
of the company as well as the leader’s values, skills, and the given situation that might
favor a certain style over others. Based on marketing theories and assumptions, various
leadership styles are derived and deployed according to the above mentioned factors.
Recorded literature on Leadership in Organization8 suggests seven leadership styles:
below is a precise feature of each of the leadership styles adoptable in the Human
Resources Department.
- The Autocratic Leader
This approach to leadership is characterized by the leader’s complete control of
the employees’ actions and task performances in the sense that the team has little, if not
no, say in decision making. Leaders, in this case, usually give directions and expect
outcomes rather than negotiating or taking roles in teamwork. Autocratic leadership may
prove to be useful in some situations where the organization operates under pressure.
8
- Goodworth, C. (1988). The Secrets of Successful Leadership and People Management. ( Heinman
Professional Publishing, 1988), pp.10-15.
13
14. However, this style of leadership might not be appropriate especially in modern and/or
international corporate.
- The Democratic Leader
In companies where the human resources department is managed by a democratic
leader, employees’ participation in decision making is highlighted. Workers, for instance,
have a moderate space of freedom to determine the ways certain tasks are to be
accomplished; they can even select the people who might perform those tasks, while the
leader keeps his/her sights over his/her team performances and intervenes whenever need
be. By directing themselves, workers gain more and more motivation and self-
empowerment. A democratic leader, also, encourages group discussion, and draws a pool
of plausible suggestions from his/her led for the sake of improving team collaboration.
- The Charismatic Leader
Charismatic Leaders are good listeners and speakers who pay great of their
consideration to their surrounding environments. Their mastery of verbal and body
language makes them persuasive. Besides, they are very attentive in listening to the
person they converse with making that person charmed by them. Charismatic leaders
also are vigilantly aware of the environment within which they operate, and are good at
uplifting the self-esteem of the workers. They do so by using a wide range of
communicative interactions and motivational tactics. They are also known for
incarnating a trustworthy profile through visible self-commitment and assumed-
responsibilities. The Charismatic leader gathers followers through dint of personality
and charm, rather than any form of external power or authority. Charismatic leaders
usually work on building up the concept of “group” within which they try to fuse
themselves along with their employees, a fact which makes the followers less
individualistic in their performance and strongly committed to the service of the group at
large. In short, charismatic leadership encompasses sensitivity to the environment,
sensitivity to member needs, personal risk taking, and performance of unconventional
behavior.
14
15. - Participative Leadership
The participative leadership is one of the most favored styles of leadership
among organizations. It is also referred to as management by objectives, joint decision-
making, and power-sharing. This technique is not much different from democratic
leadership. The human resources department that adopts this style seeks to involve its
workers in decision making process in order to foster their commitment and
collaborative spirit, and it believes that there is no one way of doing business, which
makes the workplace environment supportive as well as flexible.
- Transformational Leadership
Transformational leadership style is an inspiring technique that injects
enthusiasm and passion toward work in the souls of workers. The latter usually
appreciate transformational leadership style because it uplifts their professional
experience and nurtures them with passion toward their job. The transformational
leader usually starts with the development of a vision, a view of the future that would
excite and convert followers into potential leaders. This vision may be developed by the
leader or it is already set by the organization's strategy. Next, the leader has to commit
him/herself to market the vision to the employees, a task which requires a great deal of
energy, perseverance, and persuasive skills. For so doing, the leader has to set clear and
step-by-step directions for the actualization of the vision. Furthermore, what makes
employees enjoy this leadership style is its being people-oriented and its focus on the
success and development of the human capital as well as the company's productivity.
- Servant Leaders
The servant leader style is a current approach to leadership that has been wildly
talked about recently by many Human Resources analysts. As its name implies, a
servant leader is meant to serve the needy led by helping them to improve their
professional performance and achieve remarkable outcomes. Spears, L. C.9, for instance,
9
- Spears, L. C. (2002). "Tracing the Past, Present, and Future of Servant-Leadership." In Focus On
Leadership: Servant-leadership for the Twenty-first Century, (pp. 1-10). New York, NY: John Wiley
and Sons.
15
16. argues that "listening, empathy, healing, awareness, persuasion, conceptualization,
foresight, stewardship, commitment to growth of people, and building community" are
the pivotal touchstones that make of a given person a servant leader. In short, the form
of leadership is characterized by the leader's complete devotion to the led.
- The Laissez-Faire Leader
Laissez-Faire leadership stands on the other side of the autocratic approach. The
laissez-faire leader usually exercises little control on his/led. S/he so does because he
trusts his/her team’s high proficiency and expertise. That is, this method of control is
most likely operative in organizations where workers have already reached a discernible
level of professional experience along with awareness of the culture of the organization.
Again, there are situations where the Laissez-Faire approach can be effective. Indeed, the
Laissez-Faire technique can be successful with skilled workers, known for their excellent
work history.
To put it in a nutshell, there are different styles of leadership. Each style has its
inherent strengths and drawback. The leader has to determine which leadership style is
efficiently operational with which company and under what circumstances, because
every company has its identical culture, structure and statement of mission; hence, a
leader is expected to scrutinize all these variables before deciding on the leadership style
to be adopted. Having said so, we now need to understand the factors, both internal and
external, that shape up the profile of a good leader.
3 - Internal Criteria Affecting Leadership
Lewis H. Lapham, once said, " leadership consists not in degree of technique but
in traits of character; it requires moral rather than athletic or intellectual efforts, and it
imposes on both leader and follower alike the burdens of self-restraint." This testimony
reveals how important personality traits are in determining the profile of a good leader.
However, a leader is neither born with these personality characters, nor is s/he born a
leader. Leaders are made and not born: every one has the potential to be a good leader,
through an ongoing process of self study, education, and professional experience. This
16
17. raises the question of what are the mechanisms that shape up the profile of a good leader
of Human Resources Management.
- Personality Mechanisms
The "Trait Theory" of leadership, as explained by Bass (1990), holds that some
personality traits are the main predictors of a would-leader. Some of these traits are self-
esteem, self-efficacy, integrative-motivation, self-commitment, integrity, trust, courage,
creativity, imagination, and straightforwardness. Hence, a Human Resources Department
whose leader is a trustworthy, risk taker, creative, and respect for his/her employees, the
latter's respect toward this leader would most likely grow.
Understanding of the Leader's duty
Besides having consistent character traits, a good Human Resources leader has to
have a bulk of valid and reliable knowledge. In this vain, to be a hankered-for leader, one
has to have an axiomatic grasp of:
- Himself/herself as person and a leader: one has to know his/her strengths and
weaknesses in terms of character, knowledge, skills, and professional performance.
- His/her duties as a leader, along with the needs of the led.
- The nature of the organization, including its culture, vision, mission, goals and
objectives.
- The communication tactics and tools to be used in every situation.
Performance
Indeed, though personality traits along with knowledge are crucial assets a good
leader should incarnate, performance is what actually matters in the professional life of
the leader. From the stand point of the employees, a good leader is judged according to
his/her behaviors that have direct influence on both the human capital and the
organization. Therefore, to be efficient in his/her performance, the leader has to be able to
translate his/her character, values, vision, and knowledge into concrete actions, and
operational guidance. The leader, for instance, is required to:
- Set measurable goals, and negotiate the implementing strategies, decision-making and
problem solving processes with the workers.
- Maintain high team-work spirit and motivational incentives, through rewards and
appraisals for excellent workers.
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18. - Provide moral as well as material support to less qualified or novice employees.
- Maintain a regular coordination, supervision, and evaluation of the team's productivity.
The aforementioned mechanisms (personality factors, knowledge, and
performance) are basically intrinsic factors that construct the persona of a good leader.
There are other external variables influencing the performance and overall philosophy of
the Human Resources leader.
4- External factors Influencing Leadership
As mentioned earlier, every organization has its identical nature of doing business
or services. Environment, climate, and culture are the underlying constituents that define
the nature of a given organization, and influence the leadership style to be adopted.
-The Environment of Organizations
The concept of "environment" in the sphere of business is the sum up of the
organization's goals, mission statement, philosophy, ethics and standards. The
organization environment does not only affect the leader's performance but also every
individual working for it.
- Climate of Organizations
Climate of a given organization is directly influenced by the board of managers
and leaders' actions and behaviors within the workplace. Climate, in other terms, is the
body of beliefs, values, and attitudes of the employers and employees towards
themselves, their work, and their customers. Of course, every leader, no matter how
his/her leadership style might be, contributes in and incarnates the climate of the
organization to which s/he works for.
- Culture of Organization
The organization's culture displays the set of customs, vision, expectations,
routines, rituals, and way of doing business that a company embraces. It is a long-term
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19. process which combines the past with present and influences the future of the firm. As a
leader, one can not easily change aspects of the company's culture, but might affect its
climate as long as the newly introduced practice or behavior does not conflict with the
vision or goals of the organization.
Studying both internal and external mechanisms that shape the profile of a leader
reveals the complexity characterizing the duty of a leader. This complexity does not stem
from the nature of the duty, but emanate rather from the unpredictable dynamics
surrounding the professional environment of the leader.
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20. IV – IBM Corporation: a Leader in Human Resources Management
1 - IBM Profile
With over 350,000 employees worldwide, International Business Machines
Corporation, known as IBM or "Big Blue"; is the largest multinational computer
technology corporation, headquartered in Armonk, New York, USA. The company is one
of the few information technology companies with a continuous history dating back to
the 19th century. IBM manufactures and sells computer hardware, software,
infrastructure services, hosting services and consulting services.
2006, IBM has fallen to second behind Hewlett-Packard in total revenue. It has
engineers and consultants in over 170 countries, and IBM Research has eight laboratories
worldwide. IBM employees have earned five Nobel Prizes, five Turing Awards, five
National Medals of Technology, and five National Medals of Science. As a chip maker,
IBM is among the Worldwide Top 20 Semiconductor Sales Leaders10.
2 - IBM’s Workforce & Diversity
In the 1990s, two major pension program changes, including a conversion to cash
balance plan, resulted in an employee class action lawsuit alleging age discrimination.
IBM employees won the lawsuit and arrived at a partial settlement, although appeals are
still underway. IBM also settled a major overtime class-action lawsuit in 2006. Although,
there has been recently a number of sweeping cuts to the workplace, IBM has had a good
reputation of long-term staff retention with few large scale layoffs. Its efforts to promote
workforce diversity and equal opportunity date back to World War I, when the company
hired disabled veterans. It provides employees' same-sex partners with benefits and
provides an anti-discrimination clause. The Human Rights Campaign has consistently
rated IBM at 100%, the highest score, on its index of gay-friendliness since 2003. IBM
was the only technology company ranked in Working Mother magazine's Top 10 for
2004. In 2005, IBM became the first major company in the world to formally commit to
not using genetic information in its employment decisions. This came just a few months
after IBM announced its support of the National Geographic Society's Geographic
Project.
10
- http://en.wikipedia.org/wiki/IBM
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21. 3 - IBM Human Capital Management
As far as human capital management in IBM is concerned, the value placed on the
employees was set long ago by the founder of the company Thomas J. Watson who said
in1926: “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.” Indeed, respect of the employee’s rights and
dignity has been one of IBM basic beliefs in managing its workers. This belief has been
maintained by one of IBM most successful leader and Chairman, Thomas J. Watson, Jr.,
who always stressed on helping each employee to develop his potential and make the best
use of his abilities. Hence, the human capital management has historically been of
paramount importance: two-way communications between manager and employee is one
of the main features characterizing the leader-led interaction, devoting more time to
people than the company’s products, and respecting opportunity for a fair hearing and
equitable settlement of disagreements. Over the years, IBM has implemented a number of
innovative programs, policies and practices that demonstrate and sustain respect for its
employees. Among them are:
• The Open Door policy
• “The Speak Up!” Program
• Comprehensive Employee Opinion Surveys
• Effective Internal Communications and Informational Media, such as Business
Machines and Think magazines,
4 - IBM Recruiting
IBM is committed to a diversified workforce and actively seeks qualified
candidates who know the needs of markets the company serves, including women,
minorities, people with disabilities, and gays and lesbians. Each year, IBM recruiters
attend more than 40 diversity-focused conferences and career fairs to recruit from these
constituencies. IBM.s innovative "Why work?" marketing campaign, which began in the
spring of 1999, is designed to reach the best and brightest campus and professional talent
through a compelling dialogue about IBM’s strengths: its people, the work, the rewards,
and its global presence. The organization is also an active participant in Entry Point
program, sponsored by the American Association for the Advancement of Science, IBM
and NASA, dedicated to placing disabled young people in business and industry and
preparing them for corporate and community leadership. For instance, the Project Able is
an effort to significantly increase the representation of disabled employees at the
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22. workplace. The program’s goals include establishing a network of champions for
disabled employees throughout the company.
5 - Work/Life Balance
In 1984, IBM became the first major employer in the nation to establish a
dependent care network for its employees. In July 2000, the company announced the
creation of a five year, $50 million global fund to develop and support work/life
programs in communities where its employees live and work. Programs range from new
child care centers and science/technology camps for school-age children to collaborations
with other companies to expand existing child care centers. Between 1990 and 1994,
IBM invested $25 million to develop new or expand existing child and elder care
facilities and programs through its Funds for Dependent Care Initiatives. Between 1995
and 2000, the company has invested a total of approximately $150 million in dependent
care services to help employees better manage their work and personal lives.
6 - Flexibility/Telecommuting/Leave of Absence Programs
More than 80,000 IBMers participate in the company’s telecommuting programs,
which offer employees the ability to work from a customer’s location, on the road, or at
home. IBM’s industry leading workplace flexibility programs offer employees the option
of varying their daily arrival time and work hours, subject to local management approval.
The leave of absence programs provide up to three years leave for parenting, dependent
care or for a once-in-a-lifetime opportunity, subject to management approval.
7 - Women at IBM
IBM has a long history of commitment to the advancement of women in the
workplace11 , hiring its first professional women in 1935 and its first woman vice
president, Ruth Leach, in 1943. In 1995, the company formed its Global Women Leaders.
Task Force, which later initiated employee work/life surveys in the Americas, Europe and
Asia Pacific; a series of Global Women’s Leadership Conferences; the creation of
11
- www.ibm.com/diversity
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23. Women of Color and Women in Technology sub-committees, each of which has
conducted global conferences; and the formation of local women’s networks around the
world. In the United States, the number of women in executive positions totaled
approximately 21 percent at the end of 1999, growing from a total of 351 women
executives in 1998 to 445 at the end of 1999. Globally, women comprise almost 18
percent of the IBM worldwide executive population. The number of women executives
around the world increased from a total of 399 in 1998 to 508 at the end of 1999. In 2000,
in recognition of its long-standing commitment to the advancement of women, IBM was
one of three companies honored by Catalyst, the New York City-based women’s
advocacy organization.
Conclusion
Thanks to its commitment to maintain the well-being of its human assets, IBM
has gained a respectful reputation in human resources leadership worldwide. This success
has been brought about due to company's creative and ongoing research and innovative
programs which improve the social and professional experiences of the employees. With
the uncompromising belief that the human capital is the most invaluable asset of any
organization, IBM has smartly and perpetually managed to formulate an authentic Human
Resources leadership style that answers to the corporation’s goals, values, and culture as
well as the changing environment of the global market.
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24. Bibliography
1
- Bennis, Warren. (1989). On Becoming a Leader: “Thoughts on Leadership,” Addison
Wesley, New York.
2 - Buchanan, D. and Huczynski, A. (2004). Organizational Behavior: an introductory
text (5th edition).Harlow: Pearson Education Limited.
3 - Burns, J. M. (1978). Leadership. New York: Harper & Row
4 - Goodworth, C. (1988). The Secrets of Successful Leadership and People
Management. ( Heinman Professional Publishing, 1988).
5- Greenleaf, R. (1970) Servant as Leader. Center for Applied Studies
6 - Hersey, P., Blanchard, K.H (1977), Management of Organizational Behavior:
Utilizing Human Resources, 3rd ed, Prentice-Hall, Englewood Cliffs.
7 - Kotter, John .P. (1990). A Force for Change: How Leadership Differs From
Management. New York: Free Press.
8 - Musser, S.J. (1987). The determination of positive and negative charismatic
leadership, Grantham: PA: Messiah College.
9 - Spears, L. C. (2002). "Tracing the Past, Present, and Future of Servant-
Leadership." In Focus On Leadership: Servant-leadership for the Twenty-first Century.
New York, NY: John Wiley and Sons.
10 - Tannenbaum, A.S. and Schmitt, W.H. (1958). How to Choose a Leadership
Pattern. Harvard Business Review.
Webliography
1 - www.nwlink.com/~donclark/leader/leadcon.html. Kenneth Boulding, The Image:
Knowledge in Life and Society.
2 - http://library.indstate.edu/servlead
3 - http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html
4 - www.ibm.com/diversity
5 - http://en.wikipedia.org/wiki/IBM
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