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INNOVATION BASED SERVICE

MANAGEMENT (IBSM)
INTERNATIONAL HRM
& LEADERSHIP PLAN
Olga Pons Peregort
Business Administration Department
olga.pons@upc.edu

INTRODUCTION
INDEX

Introduction subject
Human Resource Management (HRM)
HRM Functions
HRM Plan
What is leadership?
Management vs leadership
Leadership theories - Emotional Intelligence
Leadership Styles
INTERNATIONAL HRM PLAN:
Job Description
Tasks
Functions
Recruitment/Selection Plan
Process: Internal, External
Expatriate (Manager)
Skills
Abilities
Knowledge

INTRODUCTION
GROUP 10
MONDAY
NOVEMBER

NOV/DECEMBER

2
9

10

16

17

23

24

30

1 (Carol)

DECEMBER

9 (Carol)
14

TUESDAY

15 (Carol)

Presentations: 24, 30 November, 1, 9, 14, 15 December:


Presentation in pp MK & HRM International Plan in groups. 25-30
min.

INTRODUCTION
GROUP 20
MONDAY
NOVEMBER

TUESDAY
3
10
17

NOV/DECEMBER

23

24

30

DECEMBER
(Oral Presentations)

9
14

15 (Carol)

Presentations: 14, 15 December: Presentation in pp MK & HRM


International Plan in groups. 25-30 min.
4

INTRODUCTION
INTERNATIONAL HRM PLAN
HRM

Job Description
Tasks
Functions

Recruitment/Selection
Plan
Process:
Internal/External
Expatriate (Manager)

LEADERSHIP

Expatriate (Manager)
Personal situation
Experience

Skills

Knowledge

Language

HRM /
LEADERSHIP

What is HRM?

What is Leadership?

INTRODUCTION

ENVIRONMENT

V.U.C.A

ORGANIZATIONAL
CULTURE

BUSINESS
STRATEGY
S.W.O.T

ORGANIZATIONAL
STRUCTURE

LEADERSHIP

PEOPLE
7

Mission
Values
Vision

HRM

HRM
FACTORS AFFECTING HRM IN INTERNATIONAL
MARKETS
Education
Human Capital

Culture

HRM
Economic
System

PoliticalLegal
System

15-8

HUMAN RESOURCE MANAGEMENT


(HRM):
The policies, practices, and systems that influence
employees behavior, attitudes and performance.
Many companies refer to HRM as involving people practices.

1-9

HRM PRACTICES

Job Analysis/Design

Recruitment
/Selection

2-10

HRM

JOB ANALYSIS- the process of getting detailed information about jobs.


JOB DESIGN - making decisions about what tasks should be grouped into
a particular job.

RECRUITMENT - the process through which the organization seeks


applicants.

SELECTION - identifying the applicants with the appropriate knowledge,


skills, and ability.

TRAINING & DEVELOPMENT - the acquisition of knowledge, skills,


and behavior that improve employees' ability to meet the challenges of future
jobs.
PERFORMANCE MANAGEMENT is the means through which
managers ensure that employeesactivities and outputs are congruent with
the organizations goals.
Pay structure, incentives, and benefits.
Labor and employee relations.
11

HRM

Strategic Management Process Model


Strategy Formulation
External Analysis:
Opportunities
Threats

Mission

Goals

Strategic
Choice

Internal
Analysis:
Strengths
Weaknesses

HR
Needs

Skills
Behavior
Culture

Strategy Implementation
HR Practices

Recruiting
Training
Performance management
Labor relations
Employee relations
Firm
Job analysis
Performance
Job design
Productivity
Selection
Development
Quality
Pay structure
Profitability
Incentives
Benefits

HR
Capability

Skills,
Abilities
Knowledge

HR Actions
Behaviors
Results

2-13

JOB ANALYSIS INFORMATION


Job Description- list
of tasks, duties, and
responsibilities
(TDRs) tasks, duties
and responsibilities

Job Specification - list


of skills, knowledge,
abilities, and other
characteristics
(KSAOs) knowledge,
skills, abilities and
other characteristics

4-14

HR RECRUITMENT PROCESS
Job Choice

Vacancy
Characteristics

Personnel Policies

Job
Choice

Recruiter Traits
& Behaviors

Applicant
Characteristics

Recruitment
Sources

Recruitment Influences
5-15

RECRUITMENT SOURCES

Colleges & Universities


Internal Sources

campus placement services

Public & Private


Employment Agencies -

faster, cheaper,
more certainty

headhunters can be
expensive

External Sources
new ideas & approaches

JOBS
JOBS

Electronic Recruiting
Internet

Direct Applicants
& Referrals
self selection, low cost

Newspaper Advertising large volume, low quality


recruits
5-16

TYPES OF SELECTION METHODS


Interviews
Assessment
Centers

Work Samples

References &
Biographical
Data
JOBS
HR

Cognitive Ability
Tests
Personality
Inventories
6-17

LEADERSHIP
According to professor John P. Kotter
Ideal MANAGER

MANAGEMENT

LEADERSHIP

Management is about coping with complexity...


Leadership is about coping with change.
John Kotter. Harvard Business Review, (1990)

LEADERSHIP
Managing a Diverse Workforce
To manage a diverse workforce, managers must develop
new skills to:
 Communicate, coach and develop employees from a
variety of cultural and educational backgrounds,
ethnicity, age, ability and race.
 Provide performance feedback based on objective
outcomes.
 Create a work environment that makes it
comfortable for employees of all backgrounds to be
creative and innovative.
 Recognize and respond to generational issues.
1-19

LEADERSHIP
What is Leadership?
Managers coordinate, structure, achieve goals efficiently,
exchange incentives for contributions.
Leaders create visions and values, inspire commitment,
challenge and transform ways of thinking and acting.
A company can survive poor leadership more easily than it can
survive poor management.
Leadership cant be taught, but it can be learned.
Or you follow me or you dont follow me;
Leadership cant explain it.
D. P. Simeone (football coach)

LEADERSHIP
Management & Leadership


Management is about coping with complexity; it brings order and


predictability to a situation.
In organizations without good management, tend to become chaotic,
whereas good management brings a degree of order and consistency to
the quality and profitability of products.

Leadership is about learning how to cope with rapid change.


The business world has become more competitive and more volatile
due to many factors (faster technological change, greater international
competition, the deregulation of markets..)

21

LEADERSHIP
Management & Leadership
1.

Management involves planning and budgeting.


 The aim of management is predictability and
orderly results.
Leadership involves setting direction.
 Leaderships function is to produce change, setting
the direction of that change.


Its more inductive than planning and budgeting and doesnt


produce detailed plans but it results in visions and
strategies for realizing them.

22

LEADERSHIP
Management & Leadership
2.

Management involves organizing and staffing.


 Managers look for the right fit between people and
jobs (design problem).
Leadership involves aligning people.
 Leaders look for the right fit between people and
the vision (communication problem).

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LEADERSHIP
Management & Leadership
3.

Management provides control and solves problems.


 Management makes it easy for people to complete
routine jobs day after day.
Leadership provides motivation.
 Leaders attempt to touch people at their deepest
levels (by stirring in them a sense of belonging,
idealism and self-esteem) since high energy is
essential to overcoming the barriers to change.

24

LEADERSHIP

MANAGEMENT

LEADERSHIP

Predictability and orderly


results.

Produce change, setting the


direction of that change.

Planning & Budgeting

Setting direction

Organizing & staffing

Aligning people

Control and solves problems

Motivation

LEADERSHIP
Where is Leadership?
 Leadership isnt a position or a person, it is a collective
process among interdependent participants working on
tasks in a particular context
(Peter Senge, Deborah Ancona).
Senior managers at strategic levels
Line managers in the middle
Networkers in the informal organization
 First, lead yourself (Covey). Surveys find that followers
want integrity (honesty and trust) in a leader.
26

LEADERSHIP
Whats a Manager Anyway?
Some Alternative Definitions


Traditional

Person who plans, directs


people and resources

New Organization

Person who supports,


coaches, coordinates, and
leads

Peter Principle

A person promoted to
their level of incompetence

Dilberts Principle

The most ineffective workers are


systematically moved where they
can do the least damage: to
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management

LEADERSHIP
LOYALTY

EMPLOYABILITY

PERFORMANCE

TRAINING

RECOGNITION

LEADERSHIP
COMMUNICATION

TRUST

CHANNELS

MOTIVATION

WORKER

COMPANY
28

LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
Values

Strategic Plan

PEOPLE

Leadership
Model

29

LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
1. Motivator of
Results

2. Empowerer

RESULTS

PEOPLE
5. Emotional

4. Proactive

3. Innovator

Creativity

6. Community Manager
Being a market leader means being a leader in ideas and generating
value.
Juan Ma. Nin (CEO La Caixa)
30

LEADERSHIP
Emotional Intelligence
Self-awareness

Self-regulation

Self-motivation
Empathy
Social Skills

6-31

LEADERSHIP
THE FIVE COMPONENTS OF EMOTIONAL
INTELLIGENCE AT WORK. DANIEL GOLEMAN
COMPONENTS

DEFINITION

HALLMARKS

The ability to recognize and understand


your moods, emotion, and drives, as well as
their effect on others.

Self-confidence
Realistic self-assessment
Self-deprecating sense of humor.

The ability to control or redirect


disruptive impulses and moods.
The propensity to suspend judgement- to
think before acting.

Trustworthiness and integrity


Comfort with ambiguity
Openness to change

MOTIVATION

A passion to work for reasons that go


beyond money or status
A propensity to pursue goals with energy
and persistence

Strong drive to achieve


Optimism, even in the face of failure
Organizational commitment

EMPATHY

The ability to understand the emotional


makeup of other people
Skill in treating people according to their
emotional reactions.

Expertise in building and retaining


talent
Cross-cultural sensitivity
Service to clients and customers

SOCIAL SKILL

Proficiency in managing relationships and


building networks
An ability to find common ground and
build rapport

Effectiveness in leading change


Persuasiveness
Expertise in building and leading
teams
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SELFAWARENESS
SELFREGULATION

LEADERSHIP

E.I - LEADERSHIP SKILLS


SELF-AWARENESS
SELF-CONTROL
ACHIEVEMENT ORIENTATION
EFFICACY
TEAM WORK

33

LEADERSHIP
CLASSIFICATION OF EMOTIONAL SKILLS
ABOUT US
KNOWLEDGE

MANAGEMENT
OF
RELATIONSHIPS

1.

KNOW YOURSELF
Self-awareness
Self-confidence
Self-esteem

2. SELF-MANAGEMENT
Achievement orientation
Planning (Scheduling)
Initiative
Adaptability
Responsibility
Optimism
Commitment

ABOUT OTHERS
3. KNOWING OTHERS
Empathy
Social objectivity
Organizational understanding
4. MANAGEMENT OF
RELATIONSHIP WITH
OTHERS
Establishment of bonds
Conflict resolution
Leadership
Team work
Development of others
Communication
Service orientation
Diversity management
Change management

34

LEADERSHIP

Styles


Democratic: promotes debate and discussion


within the group, and then he/she makes a decision.

Authoritarian: he/she decides in his/her own. Oneway communication.

Liberal or Laissez-Faire: he/she takes a nonparticipating role and gives the power to the group.

Dealer: applied leadership from changes placed in


the values, behavior and thoughts of group members.

LEADERSHIP
D. Goleman, R. Boyatzis, A. McKee.
(The new Leaders, 2002):
DISSONANT STYLE:



Commanding
Pacesetting
RESONANT STYLE:






Affiliative
Democratic
Visionary
Coaching

LEADERSHIP
LEADERSHIP STYLES


The best leaders should apply flexibility to


manage the six leadership styles.

They have to be able to move from one style to


another, depending on the circumstances.

LEADERSHIP STYLES
COMMANDING: Dispels fear by giving a clear direction in critical
situations.
Impact on workenvironment: Very negative when it applied badly.
When a very fast change is requiered or with conflictive workers.

PACESETTING (TIMONEL): He sets challenging and stimulating goals.


Impact on workenvironment : If applied it badly is often very negative.
Its useful for getting a skillfull and motivated team to achieve excellent
results.

LEADERSHIP STYLES

AFFILIATIVE: It establishes a harmonious working relationship.


Impact on workenvironment: Positive
When its necessary to overcome differences between team members,
motivate them in critical situations or strengthen relationships.

DEMOCRATIC: Takes into account personal values and estimulates


commitment through participation.
Impact on workenvironment: Positive.
When it is necessary to arrive at an agreement or a consensus and to
achive employee participation.

LEADERSHIP STYLES
VISIONARY: he/she outlines a common mobilizing objective.
Impact on workenvironment: Is the most positive
Its appropiate when the need for change requieres a new vision or when a
clear direction is necessary.

COACHING: he builds bridges between the employees objectives and


organizational aims.
Impact on workenvironment: Very positive.
It helps workers to improve their activity or helps them to develop their
potential in the long-term.

LEADERSHIP
D.Goleman, R. Boyatzis, A. McKee.
(The new Leaders, 2002):
DISSONANT STYLE:



Commanding: Do what I tell you


Pacesetting: Do as I do, now
RESONANT STYLE:






Affiliative: People come first


Democratic: What do you think?
Visionary: Come with me
Coaching: Try this

LEADERSHIP
SKILLS

Proactive leadership
Self-discipline
Analysis and synthesis
Resolution of
problems
Team work
Integration of
knowledge
Oral and written
communication
Adaptability
Good judgment
(prudence)
Strategic knowledge
Confidence
Sympathy

Knowing how to
focus
Sense of success
Group therapist
Self-control
Authority
Analytic and
moderator
Motivator
Ideas generator
Sense of ownership
(company)
Creative
Researcher
Vocation for success

LEADERSHIP

The good leader basis


Knowledge

Charisma

Observation

Confidence

Integrity

LEADERSHIP

COMMUNICATION
44

LEADERSHIP

COOPERATION

45

LEADERSHIP
PLAN

LEADER
ROLES

ORGANIZE

MANAGE

CREATIVITY

CONTROL

COORDINATE
SKILLS

MAKING DECISIONS

MOTIVATION
EMPOWERMENT
COMMUNICATION
COACHING
46

LEADERSHIP

CAREER
COMPETENCIES

KNOWINGHOW
Career- relevant knowledge
and job related skills

SOFT skills
(Interpersonal)

KNOWING WHY
Individuals
motivation, identity
& energy

HARD skills
(Technical
competence)

KNOWING WHOM
Networks intra-firm,
inter-firm, professional
& social relations

LEADERSHIP
WORK FUNCTIONS

Establishing goals
Defining priorities
Giving instructions
Starting debates
Fixing procedures
Giving and searching for
information
Clarifying roles
Controlling results
Summarizing progress and
achievements

RELATIONSHIP FUNCTIONS
Facilitating communication &
listening
Encouraging participation
Considering other points of view
Taking advantage of conflicts and
solving them
Considering needs of members
Developing interrelationship and
potential
Recognizing. Encouraging. Sparking
enthusiasm
Analyzing group progress
Creating
team spirit
48

LEADERSHIP
INTERNATIONAL EMPLOYEES
EXPATRIATE - employee sent by a company
in one country to manage operations in a
different country.

15-49

INTERNATIONAL HRM PLAN

JOB DESCRIPTION
WHATS THE JOB
NAME?
 WHERE IS IT?


 WHAT ARE THE


FUNCTIONS?
 WHAT ARE THE
TASKS?

JOB DESCRIPTION
MISSION:

FUNCTIONS:

TASKS:

PROJECTS:

RESPONSIBILITIES:

JOB DESCRIPTION
ORGANIGRAM:

NUMBER OF PEOPLE UNDER HIS/HER RESPONSABILITY:

INTERNAL & EXTERNAL RELATIONS:


INTERNAL:
EXTERNAL:

SELECTION PROCESS
INTERNAL (PROMOTION):

EXTERNAL:
RECRUITMENT SOURCES:

PROCESS:

SELECTION METHODS (TOOLS):

MANAGER(EXPATRIATE)
AGE:

GENDER:

BORN IN:

PERSONAL SITUATION (CIVIL STATE, FAMILY SITUATION):


EDUCATION:
EXPERIENCE:
SKILLS:
KNOWLEDGE:

TECHNICAL:
MANAGEMENT SKILLS:

MANAGER(EXPATRIATE)
PERSONALITY:
LANGUAGES:

LANGUAGES:

CULTURAL ADAPTATION:

BENEFITS:

BIBLIOGRAPHY

Goleman, D., Boyatzis, R., McKee, A (2002). The new leaders. (El
lider resonante crea ms. Ed. Plaza&Jans).
Gordon, J (2010). Organizational Behaviour. Allyn & Bacon.
HBRS 10 Must Reads. (2011). On Leadership. Harvard Business
Review Press.
Sparrow, P., Hiltrop, J (2012). European Human Resource
Management in Transition.
MIT Courses:
Managerial Psychology. 15.301. Prof. John S. Carroll. Spring, 2006
Leadership Development.
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