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This is a presentation on Leadership on Human Resources Management, with a case study of Human resources management at IBM company, underlying also leadership styles
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Abdeslam Badre
1Abdeslam Badre - Alfred University
( April 2007)
OrganizationI – 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 2- Leadership styles 3 - Internal Criteria Affecting Leadership 4- External factor influencing leadership
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
ConclusionBibliographyWebliography
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Rationale
The value of the topic Academic motives
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Objective of this Paper
An integrative framework of leadership in HRM.
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Addressed Questions
What are the major factors governing leadership in Human Resources Management?
What are the different styles of leadership, and how are they characterized?
what are the required criteria in today’s Human Resources leader serving international organization?
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What is “Leadership?”
Influencing Others Accomplish objectives Direct the organization
Abilities High personal Attributes Diversified intellectual background Professional performing skills
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Leadership Vs. Management
Leadership Influencing One or many regardless of
the reason Management
Is leadership to achieve a goal
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John Kotter
Perceived both process different Favored neither over each other Both are necessary in running an
organization effectively “Leadership is different from management, but
not for the reason most people think. Leadership isn’t mystical and mysterious. It has nothing to do with having charisma or other exotic personality traits. It’s not the province of a chosen few.”
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Leadership and Followership
Followers shape the form and function of a leader
Robert Greenleaf uses the concept “servant-leadership” Employees Organization Society
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Leadership in HRM
Four Factors of leadership The Led The Leader Communication The Situation
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The Led (follower)
The follower Experience Level
Job Assignment Confidence level Performance
Much needed knowledge for employer
Competence Motivation Communication skills employer needs
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The Leader
Leaders need to grasp who they are as: Person Professional Leader
Leaders need a good understanding of their: Personality Knowledge performance
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Communication
Leaders Duties Communicate ideas/messages
Positive outcomes Negative outcomes
Communication channel Oral Written Physical
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The Situation
HR Leader Four variables in every situation
Task Timing Staff available for task Employee competence level
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Leadership Styles
Defined by: Culture of the company Leader’s values, skills, and the given situation
Seven Leadership Types and Styles Autocratic Democratic Charismatic Laissez-Faire Participative Transformational Servant
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The Autocratic Leader
Complete control Employee
Action Task
Performance Give
direction and expect outcomes
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The Democratic Leader
Employee participation
Team selection More
motivation Keeps
sights on team, will intervene if needed
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The Charismatic Leader
Charm the surroundings
Great listener/speaker Uplift the self-esteem of
workers communicative
interactions and motivational tactics
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The Laissez-Faire Leader
Exercises little control
Trust of team Professional
Experience Successful
with workers with excellent work history
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Participative Leadership
Management by objective
Joint-decision making
Power-sharing HR
department stays flexible
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Transformational Leadership
Inspiring employees to become leaders
Enthusiasm View of the
future Focus on
success and development
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Servant Leadership
Devotion to lead Improve
professional performance
Aid those in need
Devotion to lead
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Internal Criteria Affecting Leadership
Leaders are made, not born Self-study Education Professional Experience
Shaping the profile of great leader
Personality Mechanisms Understanding the leaders duty Performance
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External Factors Influencing Leadership
Environment Organizations goals, mission statement, ethics
and standards Climate
Body of beliefs, values, and attitudes of employers and employees
Culture Set of customs, visions, and the way of doing
business that a company embraces
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IV – IBM Corporation: A Leader in Human Resources Management
IBM Profile:
International Business Machines Corporation is the largest multinational corporation.
Over 350,000 employees worldwide. Engineers & consultants in over 170 countries. 8 Research laboratories worldwide. 5 Nobel Prizes, 5 Turing Awards, 5 National
Medals of Technology, & 5 National Medals of Science.
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IBM Human Capital Management
“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.”
Thomas J. Watson IBM Leader & chairman, 1926
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IBM Human Capital Management (continue..)
Two-way communications between manager and employee.
Opportunity for a fair hearing and equitable settlement of disagreements.
Implementation of innovative policies: The Open Door policy “The Speak Up!” Program Comprehensive Employee Opinion Surveys Internal Communications and Informational Media:
Business Machines and Think magazine
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IBM’s Workforce
A good reputation of long-term staff retention with few large scale layoffs.
Promotion of workforce diversity and equal opportunity.
employees' same-sex partners & an anti -discrimination clause.
Rated at 100% on its index of gay-friendliness by The Human Rights Campaign since 2003.
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IBM Recruiting
Qualified candidates, including women, minorities, people with disabilities, and gays and lesbians.
Each year, recruiters attend more than 40 diversity-focused conferences and career fairs to recruit.
an active participant in Entry Point program, sponsored by the American Association for the Advancement of Science, IBM and NASA, dedicated to placing disabled in business & industry, preparing them for corporate and community leadership.
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Work/Life Balance
1984: the first major employer in the nation to establish a dependent care network for its employees.
2000, the creation of a five year, $50 M global fund to develop & support work/life programs in communities where its employees live & work
1995-2000, invested a total of $150 M in dependent care services to help employees better manage their work and personal lives.
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Flexibility/Telecommuting/Leave of Absence Programs
More than 80,000 IBMers working from a customer’s location, on the road, or at home.
Flextime working program.
leave of absence programs provide up to 3 yrs leave for parenting, dependent care or for a once-in-a-lifetime opportunity, subject to management approval.
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Women at IBM
Long history of commitment to the advancement of women in the workplace
First professional women in 1935. First woman vice president, Ruth Leach, in 1943. 1995, the company formed its Global Women
Leaders. 445 women executives at the end of 1999 Globally, women comprise almost 18 percent of the
IBM worldwide executive population. the creation of Women of Color & Women in
Technology sub-committees & the formation of local women’s networks around the world.
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Thank you!
Questions?
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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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