Professional Documents
Culture Documents
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)
INTRODUCTION
GROUP 20
MONDAY
NOVEMBER
TUESDAY
3
10
17
NOV/DECEMBER
23
24
30
DECEMBER
(Oral Presentations)
9
14
15 (Carol)
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
1-9
HRM PRACTICES
Job Analysis/Design
Recruitment
/Selection
2-10
HRM
HRM
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
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
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
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
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
21
LEADERSHIP
Management & Leadership
1.
22
LEADERSHIP
Management & Leadership
2.
23
LEADERSHIP
Management & Leadership
3.
24
LEADERSHIP
MANAGEMENT
LEADERSHIP
Setting direction
Aligning people
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
New Organization
Peter Principle
A person promoted to
their level of incompetence
Dilberts Principle
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
Self-confidence
Realistic self-assessment
Self-deprecating sense of humor.
MOTIVATION
EMPATHY
SOCIAL SKILL
SELFAWARENESS
SELFREGULATION
LEADERSHIP
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
Liberal or Laissez-Faire: he/she takes a nonparticipating role and gives the power to the group.
LEADERSHIP
D. Goleman, R. Boyatzis, A. McKee.
(The new Leaders, 2002):
DISSONANT STYLE:
Commanding
Pacesetting
RESONANT STYLE:
Affiliative
Democratic
Visionary
Coaching
LEADERSHIP
LEADERSHIP STYLES
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.
LEADERSHIP STYLES
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.
LEADERSHIP
D.Goleman, R. Boyatzis, A. McKee.
(The new Leaders, 2002):
DISSONANT STYLE:
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
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
JOB DESCRIPTION
WHATS THE JOB
NAME?
WHERE IS IT?
JOB DESCRIPTION
MISSION:
FUNCTIONS:
TASKS:
PROJECTS:
RESPONSIBILITIES:
JOB DESCRIPTION
ORGANIGRAM:
SELECTION PROCESS
INTERNAL (PROMOTION):
EXTERNAL:
RECRUITMENT SOURCES:
PROCESS:
MANAGER(EXPATRIATE)
AGE:
GENDER:
BORN IN:
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.
57