Sammanfattning HRM PDF

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Summary

Sammanfattning inför tentan i ME2063...

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Helen Mirza

Lecture 1&3 Teams improve quality of work, productivity, service, experience of work in order to achieve a shared goal. They become bounded and stable over time and operate in a social system Leadership is a complex process about others that can be about managing (goals, methods, structure etc.) and that can be learned. The leader is not necessarily on top of the hierarchy.

Focus

Core Function Basic Perspective

Management Supervision of operative activities Economic transaction perspective Planning and budgeting Organizing and staffing Control and problem solving Manage complexity Authority leadership between manager and subordinate

Leadership Change of strategy and culture in organizations Transformation, motivation and development of individuals Visioning Coordinate Motivate Manage change Multi-directed influence process

Teams have external dynamics (stable/dynamic), and internal dynamics (goals, composition, knowledge, norms, motivation, cohesion, coordination etc.) that lead to performance (effectiveness, quality, creativity etc.). Combining these internal dynamics with technical support (plans, procedures etc.) can potentially lead to improvements. A group is a collection of people that interacts with each other, acknowledges each other and perceives themselves as a group. In a team the people are picked to have a range of skills, complement each other, they have mutual respect and trust in order to reach a common goal (that is understood). Reaching this goal leads to a team reward. A team can be tactical, creative or problem-solving and is normally fewer than 10 people. During the forming of a team, norms are developed. HRM is the management of human resources, designed to maximize employee performance according to the employer’s strategic objectives. In addition to HR – that takes care of planning, job analyses, recruitment, performance appraisal, compensation scheme and labor relationships – HRM has to link it with the company strategy to give the employee empowerment and culture management. The private sphere is the opposite or complement to the public sphere, where you have no obligation from an external party, you are your own boss. Example: at home. Johari Window – technique to better understand relationship with oneself and others

Helen Mirza

Known to others Not known to others

Known to self

Not known to self

Arena Hidden/façade

Blindspot Unknown

Five personality dimension: Openess, Conscientiousness, Extraversion, Agreeableness, Neuroticism. Dark triad – traits a leader should not have – narcissism, Machiavellian, psychopathic Team pitfalls – when teams fail: •

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Groupthink: Group members opt for a decision too quickly in order to keep the harmony and avoid conflicts in the group. This eliminates creativity, uniqueness and independent thinking. It can be caused by the group cohesiveness, faulty group structure and situational context (community panic) Escalation of commitment: Committing more resources and time into a failing course of action although it appears irrational. The Abilene Paradox: When a group of people collectively agree on a decision that actually is counter to the preferences of many or all individuals in the group. This is a result of bad communication – people think their opinion is against the group’s one but actually everyone is thinking the same thing but agrees to the opposite decision. Group Polarization: Occurs when a group makes a more extreme decision than what the initial members had in mind. Ex: “Smoking is bad” + “Smoking kills” = “Smoking should be banned”. Opinions become stronger when people agree on the same thing. Unethical decision-making: Result of groupthink and can affect millions of people (environment)

These pitfalls can be avoided beginning with team norms, creating an open environment, welcoming discussions and constructive conflict, making sure that every team member has been consulted and heard, also by being transparent.

Lecture 4 – Team working Functional teams: group of people with a common functional expertize working towards shared objectives. These teams are traditional, they have specialized jobs within the same basic function, long term operations, appointed leaders with considerable authority (hierarchy). Lots of repetitive tasks, team members stick to their role and maximize their personal objective without regards for the company objectives. Leader is often autocratic. Cross-functional teams “puzzle”: Group of people with different functional expertise working towards a common goal. Ex: people from finance + marketing + operations + …

Helen Mirza It is made to improve coordination of independent activities, it has a representative composition, often focuses on product development and is an addition to formal structure. It includes people from all levels of the organization and sometimes people from outside the organization. Therefor each person can contribute with a different perspective on a given problem, thus avoiding groupthink. These teams are often self-directed. Leadership can be very time-consuming, loyalty can be strong or weak, and there are communication barriers.

Self-managed team: A self-organized, semiautonomous small group of employees whose members determine, plan, and manage their day-to-day activities and duties under reduced or no supervision. The team has all the responsibility, authority, and has highly independent activities that are often to produce something (project). Reminds a little of cross-functional teams with people having overlapping competences. The group has to find a balance between internal and external activities, sharing leadership, making administration a routine, communicating outside of the team. “Internal leadership role as coach and facilitator, especially when a new team should get started”.

There are different group dynamics that describe how the teams evolve: Tuckman&Jensen Forming Storming

Woodstock Undevelopped Experimenting

Lennéer-Axelson Thylefors Introduction Honeymoon

Norming Performing Adjourning

Consolidating Mature

Integration Conflicts Maturity Phasing out

Tuckman: Forming: Members look to the leader for guidance and direction; they have a desire for acceptance by the group and a need to feel safe. They try to avoid conflicts and keep things simple. à Leader must remove the fear of conflict Storming: competition and conflict between members (personal relations), fear of failure and necessity for structural clarification and commitments à the leader must remove the “testing and proving” mentality to a problem-solving mentality, the leader has to be understanding and a good listener.

Helen Mirza Norming: start of cohesion, lots of acknowledgement for everyone’s contribution, relevant conversations are hold with shared leadership, and trust is starting to build up. à Great creativity in this stage and the leader must make sure the group doesn’t go back to “Storming” Performing: People can work independently; a unity with high levels of trust is achieved. The overall goal is productivity through problem solving and work. à Leader can simply monitor, but should stay involved as an equal Adjourning: termination of task behaviors and disengagement from relationships – saying goodbyes. à Leader has to facilitate task termination and the disengagement process

A group becomes a team when the following stages are achieved: 1) Dependency & Inclusion: dependency on the designated leader, concern about safety and being included in the group 2) Counter dependency & Fighting: Group seeks to free itself from the leader, members fight about group goals, procedures and tasks à group needs to find a common goal and understanding 3) Trust & Structure: trust and willingness to cooperate increases with better communication and less focus on status and power. Positivity 4) Work: Intense productivity and effectiveness is achieved with purpose to reach goals and accomplish tasks. Increase of quality and quantity of work. In a team there are several informal roles that can be identified and categorized according to Belbin. “Self-perception inventory” based business games, studies on teams, is based on intelligence, extrovert/introvert, stability/anxiety and dominance. Should not be used as a recruitment tool but is good to identify strengths and weaknesses. Plant: Creative, imaginative, unorthodox, solves difficult problems. Can be a little dreamy but should never have very strong ownership of ideas instead of cooperating. (intellectual) Coordinator: Mature, confident, clarifies goals, promotes decision-making, delegates well (basically the leader). Can sometimes be seen as manipulative but should never take credit for team effort. (leader) Resource investigator: Extrovert, enthusiastic, communicative, develops contacts – good with external relations. Can sometimes be overoptimistic and lose interest when initial enthusiasm has passed but should never neglect clients by not following up on arrangements. (negotiator) Shaper (the diva/star): driven, courageous, delivers under pressure and likes challenges. Can sometimes provoke others but should never hurt people’s feelings. (leader)

Helen Mirza Monitor evaluator: Strategic, sees all options and judges accurately (the realist). Can sometimes lack drive and ability to inspire others, be overly critical but should never be cynic without logic. (intellectual) Team worker: co-operative, perceptive, listens, averts friction, very diplomatic. Can be easily influenced and indecisive but should never avoid situations that may entail pressure. (negotiator) Implementer: Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Makes shit happen. Can be inflexible, slow to respond to new possibilities but should never obstruct changes. (worker) Completer/Finisher: Anxious, searches errors and omissions, delivers on time. Can be reluctant to delegate and everything has to be perfect but should never have an obsessional behavior. (worker)

Lecture 5 “HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques” Historic aspects of HRM (in company, society and theory) •

Industrial welfare (internal social workers)

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Recruitment and selection (WWII, safety) Development of Personnel Management (models based on industrial psychology, personnel dep., WWII)

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Industrial Relations (70s, stability, negotiation with unions) Legislation (70-80s, specialized adviser) Flexibility and diversity (complexity of organizations and increased competitiveness)

According to Dessler, today’s globalized markets and competitive environments might stress the following aspects of HRM: • •

Supporting top management’s strategic planning efforts Acting as the firm’s “internal consultant” for identifying and institutionalizing changes that will help the company’s employees better contribute to the company’s success

According to Foot and Hook HRM is: The importance to adapt a strategic perspective where line managers play a predominant role. Organizational policies must be integrated and cohesive in order to support central organizational values – with this follows the impotence of communication.

Helen Mirza Emphasize on competitive advantage through the efforts of people. A unitarist approach to the relationship between managers and employees. All people that work in an organization are important. Issues related to HRM and its system: • • • •

Legislation Gender Competence Employee relation and Matching

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Downsizing and Flexibility Recruitment and Promotion Performance Management Culture and Cross-culture

HRM is important because it puts the right people on the right job in order to peak the capacity. It can also be vital in order to avoid court because of discrimination, not following safety laws or unfair labor practices. HRM is core for innovation, knowledge and flexibility. HRM Strategy (Dessler): “The company’s long-term plan for how it will be balancing its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage”. (SWOT-analysis) He says that first, a company must decide on the strategic goals, then formulate and execute HR policies and practices that result in employee competencies and behaviors beneficial to reach the company’s strategic aims. To increase focus on supporting the strategic aims of the company: change focus from pay roll, administration benefits, contract formulations and administration to company internal consultants and measuring effects from HR related processes on achieving goals and bottom-line. à leads to less time for transactional tasks and requires new approaches on roles and HR activities. Other challenges for strategy supporting practices: globalization, new technology, increased focus on growth, profitability and knowledge, flexibility and change. (see old exams) Ulrich Model

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Lecture 6 Inteview phases: Warming up – Free description – Detailing – Control – Disengagement – Closure Leadership models: Charismatic leadership: skilled communicator that relies on his charm and persuasiveness. These leaders are driven by their convictions and commitment to their cause, and try to make the status quo better. Can be called transformational because they share multiple similarities. The difference is the focus and audience. A transformational leader changes the organization according to his created vision with the subordinates. Transactional leadership: Focuses on supervision, organization and performance. Leaders promote compliance by followers through both rewards and punishment. They don’t try to change the future like transformational leaders, they look to keep things the same. Effective for crisis, emergency and defined projects. Value-based leadership: Leader changes strategy, tactics or approach given the situation, but never his or her underlying values, beliefs or principles. The personal and organizational values are aligned. This is used to motivate employees – connecting organizational goals with their personal values. Changes: Planned changes occur from an organization’s decisions, unplanned changes are the result of unforeseen occurrences. These can both be external and internal. Evolutionary change is gradual, with a collaboratively built approach (senior leadership needs to be involved), and takes time. Revolutionary change is immediate, dramatic and forced down and comes from senior leadership. It will happen 100%. A learning organization is a company that facilitates the learning of its members and continuously transforms itself – caused by pressure from modern organizations. These have the following characteristics: • • • • •

System thinking: Everything is reviewed as a “system”, study businesses as bounded objects. Personal mastery: the commitment by an individual to the process of learning. Highly committed = faster learning Mental models: Assumptions held by individuals and organizations. Make people keep an open-mind. Shared vision: good for staff motivation, it creates a common identity. Team learning: learning in a team = quicker growth, depends on sharing.

Situational leadership model: when the leader or manager adjust his style to fit the development level of the followers he is trying to influence.

Helen Mirza Directing leadership: Leaders decides (lots of power) and followers follow – one way communication. Coaching leadership: Leaders define roles and tasks of followers but seek their input and suggestions. Two-way communication. Supporting leadership: Leader passes day-to-day task to followers but makes decisions jointly with them, and sometimes, carrying out them together. Delegating leadership: The delegating leader is willing to turn over responsibility for decision making and problem solving to the followers. He simply monitors. Followers can decide if the leader will be involved in task completion. (Directing, Coaching, Supporting, Delegating) The leading goes from one way communication, to talking more with subordinates and then just delegating and monitoring.

Lecture 7 Manager Focus on present

Leader Focus on future

Maintain status quo Implement policies and procedures Maintain existing structures

Create change Initiate goals and strategies Create a culture based on shared values

Remain aloof to maintain objectivity Establish an emotional link with followers Use position power Use personal power Leaders have to choose between “own career”, “team goals, “ethics or superior goal” and “co-worker satisfaction”. Sources of individual power Legitimate Power

Reward Power

Origin of Power Based on formal power – the legitimate right to decide. Others comply because they accept the legitimacy of the position of the power holder.

Based on access to rewards. Others comply because they want the rewards the power holder can offer Coercive Power Based on the control of punishments. Others comply because they fear punishment. Expert Power Based on specialized knowledge, competence and expertize. Others comply because they believe in the power holder’s knowledge and competence Referent Power Based on a person’s attractiveness and friendship to others. Other comply because they like and respect the power holder. Legitimate power is enough to do a task, but major changes require a combination of expert, referent and legitimate power.

Helen Mirza

Lecture 8 Labor law: rules governing the relation between the employer, employee, unions and government. It is divided in collective labor law (collective rights, collective agreements) and employment law (individual rights, employment contracts) HRM need to know when to contact a lawyer, basic knowledge about law and how to use it to protect the company but the workers as well. They want to avoid discrimination (sex, religion origins etc.), give equal treatment, job security following contract law. Direct discrimination: When a person of a protected group is treated less favorably than another person would be treated in a comparable situation Indirect discrimination: an apparently neutral provision, criterion or practice is less favorable to a protected group, if it is not justified. (Affects some more than others – example laws about headgear) Job security: the right to keep a job, certain time for termination, right to be reemployed, right to not be a temporary worker for more than two years, right to be insured during work hours. Not the right to obtain a position but to be employable. Gives flexibility and security, is a legislative policy. EU Law: 4 freedoms of movement (goods, people, capital, services) – makes it possible for people to provide services transnationally, employ and be employed transnationally, outsource internationally and have equal payment for men and women. Health and safety regulations concerning: • •

Specific tasks (manual handling of loads) Specific hazards at work, specific workplaces and sectors (temporary work sites, extractive industries, fishing vessels)

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Specific groups of workers (pregnant women, young workers, workers with a fixed duration employment contract) Certain work related aspects (organization of working time)

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Organizational restructuring: Outsourcing, Downsizing, Mergers Jurisdiction and choice of law: Brussels I Regulation: Decides jurisdiction when the defendant is domiciled in the EU (A defendant shall be sued in his/her domicile, unless else is agreed upon) Rome I Regulation: Decides applicable ...