abdeslam badre on human resources managment

Abdeslam Badre

1Abdeslam Badre - Alfred University

( April 2007)

abdeslam 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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