The document discusses several aspects of human resources, including organizational culture, team roles, and motivation. It describes organizational culture using the cultural web model, which examines stories, rituals, control systems, organizational structure, power structures, and symbols. It discusses Belbin's and Myers-Briggs approaches to understanding team roles. Intrinsic and extrinsic motivation are described, as well as leadership styles and the Hawthorne effect.

2. Human resources By the end of this session you will: Describe the components of organisational culture Explain the basics of team role analysis Discuss the elements of motivation Complete a past exam question List the common aspects that are considered part of human resource

5. What is Organisational culture? Human resources>organisational culture What is The ‘culture’ where you work?

6. Human resources>organisational culture A great many people refer to the classic phrase coined by the McKinsey organisation , that culture is “ how we do things around here”. And while that may be true, there are so many elements that go into determining what you do and why, that this definition only scratches the surface.

7. Human resources>organisational culture The Cultural Web

8. Human resources>organisational culture The Paradigm- six interrelated elements that help to make up what Johnson and Scholes call the “paradigm” – the pattern or model – of the work environment. By analyzing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn’t working, and what needs to be changed. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

9. Human resources>organisational culture Stories – The past events and people talked about inside and outside the company. Who and what the company chooses to immortalise says a great deal about what it values, and perceives as great behaviour. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

10. Human resources>organisational culture Rituals and Routines – The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

11. Human resources>organisational culture Control Systems – The ways that the organisation is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organisation.) Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

12. Human resources>organisational culture Organizational Structure – This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

13. Human resources>organisational culture Power Structures – The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

14. Human resources>organisational culture Symbols – The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes. Cultural web - modified after Johnson, G, 1988, “Rethinking incrementalism”, Strategic Management Journal, Vol. 9, pp. 75 – 91.

16. Human resources>team roles What are Team roles? Teams need to have the right specific (technical) skills and a balance of personal attributes. If an ideal can not be reached, it helps to have an insight into personalities.

17. Human resources>team roles Two widespread approaches: Belbin’s team roles (www.belbin.com) and Myers-Briggs.

18. Defines team roles in the way one person’s behavior relates to others as part of a team. Belbin’s team roles Human resources>team roles The accurate delineation of these TEAM ROLES is critical in understanding the dynamics of any management or work team.

19. Human resources>team roles

21. Human resources>team roles How useful do you think this type of profiling is?

23. Human resources>motivation Motivation “ the driving forces that make people act as they do.” www.pearsoned.co.uk/

25. Human resources>motivation Intrinsic Motivation Extrinsic Motivation When the drive to work come from within the person. Eg a desire to succeed, prove something to yourself etc. When the drive to work come from outside sources. Eg money, pressure, consequences, etc.

26. Human resources>motivation books, websites, advice, coaching is easy to come by. But don’t forget the basic fact that: motivation and de-motivation is affected most by one person interacting with another person.

27. Human resources>motivation What motivates you?

28. Human resources>motivation How can you get the best out of a team?

31. Human resources>motivation Leadership styles four basic styles: For a new/immature subordinate, the relationship will start off in the Telling mode , then, as maturity increases go through selling , participating and delegating . Problems come when delegating is confused with abdicating (from either party!). Some of the difficulties can be overcome by objective setting.

32. Human resources>motivation Transactional Analysis The roles we play during conversations can be thought of as three basic types: Child Parent Adult The role we adopt is governed by the relationship we have with the other party.