hrmt - introduction

8/9/2019 HRMT - Introduction

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Goal of the PGDM

Program



What do managers do?

Technical job

Data andresearch

People link

Miscellaneous



What is the goal of the PGDM Program?

To get a good job.

To get ahead of others in life through leadershiproles in Business, entrepreneurship etc.

How do you do that? ou need to create competitive edge for

yourself.

By OUTDECIDING !!thro"gh OUTT#IN$ING

ou outthink by de!eloping"%nal&tical thin'ing

Critical thin'ing

Innovative thin'ing



(o )hat?

(o the co"rse is designed ver& di*erentl& andfoc"sed on developing &o"r a+ilit& to o"tthin'!

In this, cognitive process that createscompetitive advantage, &o" are the centre as&o" alone can do that o"tthin'ing!

I am onl& a coach! -o" have to r"n!

m& role is as'ing &o" to r"n!

faster, +etter !ever& time!



The design of the co"rseIt is intended for those )ho )ant to lead organi.ations and NOT

an #/ specialist co"rse!

It tal's of creating competitive advantage and sho)s the )a& to

do it thro"gh #/!

It is self driven and team driven!

It ma'es &o" handle several real life sit"ations not onl& thro"gh

cases +"t also thro"gh &o"r o)n )or'0 team )or', m"t"al

eval"ation, research, )riting s'ills and so on!

It is NOT memor& +ased co"rse! It is a thin'ing +ased co"rse!

It is +ased on &o"r contri+"tion in the class!

It is contin"o"sl& eval"ated "sing &o"r assistance!

It is +enchmar'ed to 1err& Peferr2s #/ co"rse in (tanford!

3 so, &o" are doing the +est #/ co"rse in India!



O+5ectives

#. How has H$ has beco%e the %ost criticalfactor of production.

&. How to apply the concepts of 'B for H$M.

(. )hat is the i%pact of e*ternalities on H$M + of

globaliation, technology, hu%an e*pectations-as custo%er, e%ployee and a social entityand organiational e*pectations on H$M.



What are the eras thro"gh

)hich man has progressed?/grarian 0 ##,111 yrs.

2ndustrial 0 &31 years or so.

2nfor%ation 0 &1 years or so.4ote the ti%e co%pression in shifting of era.

4ote the transition we are undergoing.



Implications of theeras

#. 5o%e still in pure agrarian 0 /di!asis, re%otearea of /sia and /frica.

&. Predo%inantly agrarian era with a tinge ofindustrial era.

(. 5o%e in predo%inantly agrarian era with a tingeof industrial era and infor%ation era, e.g., /%ul.

6. 5o%e in industrial era with so%e ele%ents ofinfor%ation era. 7.g., auto co%panies.

3. 5o%e li!e predo%inantly in infor%ation era with!estiges of industrial era., e.g., 8lipkart or otheraggregators.

9. 5o%e are in pure info age. 7.g, :oogle.



Who are U?

-o" are li'e Goddess 1an"s 0

6oo'ing for)ard and loo'ing+ac'



Wh& is #/ important?

#o) does it di*er from other factors ofprod"ction namel& land and capital?



Wh& is #/ di*erent from

other factors of prod"ction?2t can Innovate7 other factors of

prod"ction cannot!

2t can prod"ce as well as beco%edestructi!e.

2t can reenergi.e and rene) itself< as itgains e*perience its !alue appreciates and

4'T depreciate.=an change itself and other factors of

production.

=an refuse to change and thus nullify other

factors of production.



#o) is 'no)ledge of O8 related to o"rmanaging people?

Can &o" create a map to "nderstand thisrelation?

#o) can )e "se this map?



P"rpose of O8Org

E*ectiveness

Prod"ctivit&

1o+

(atisfaction

%+senteeism

T"rn Over

:roups and Tea%s

'rganiation factors



O8 deals )ithIndivid"a

l •9al"es•%ttit"des

•Personalit&•Perception•6earning•Emotions3 moods•Motivation

Gro"p 3

TeamGro"ps

TeamsComm"nication

6eadershipPo)er 3

politics

Con:ict 3

negotiation

Organi.ation

(tr"ct"re

DesignC"lt"re

Policies

3practice!

Change 3stress



Individ"al

•9al"es

•%ttit"des•Personalit&•Perception•6earning•Emotions 3 moods

•Motivation

Maslo)

T)o factor

;, -

Goal theor&

9alence

E<"it& theor&

Nach, Npo),Na*

M6T

Ne)frame)or'

Ph&sical,Ps&chological,(ocial, Esteem, (%

Direction giving,Meaning ma'ing,empathetic

%c<"ire,comprehend,+ond, defend

DIME(ION( T#EO/IE( =%CTO/(



Mo

tiva

tion

Esteem

=ood, Water, (helter, %ir

E<"it&, promotions,%ppreciations

Ps&chological (afet&, (ec"rit&,

(ocial

Org 9ision, 9al"es

Gro"ps, teams, team cohesion

Ph&sical

(elf%ct"ali.ation



Mo

tiva

tion

Esteem

Ps&chological

(afet&

(ocial

Ph&sical

(elf%ct"ali.ation

Ho%e drop, escort,Hotels for stay,

no%inated car rentals,

(ec"rit& >ob assurance, notice,training for i%pro!e%ent,

assistance forplace%ent , insurance



•/ecr"itment

and

(election

•Ind"ction

•Compensation

•

/e)ard andWelfare

•Performance

eval"ation

•Co"nseling 3

Training 3

Devp

•

E>it

Individ"al• 9al"es

• %ttit"des

•

Personalit&• Perception

• 6earning

• Emotions 3moods

• Motivation

#/ =UNCTION( O8 9%/I%86E(



•/ecr"itment

•

(election•Ind"ction

•Compensation

•/e)ard and

Welfare

•Performance

eval"ation

•

Co"nseling 3•Training 3

Devp

• E>it


• %ttit"des

•


• 6earning

• Emotions 3moods

• Motivation




•/ecr"itment

•


•Compensation

•/e)ard and

Welfare

•Performance

eval"ation

•


Devp

• E>it


• %ttit"des

•


• 6earning

• Emotions 3moods

• Motivation




E;T/%CTED =/OM /E%DING @A

The resource-based theory of the rm blends conceptsfro% organiational econo%ics and strategic %anage%ent

-Barney, ##.

This theory holds that a Brm2s reso"rces are 'e&deter%inants of its co%petiti!e ad!antage.

8ir%s can de!elop this co%petiti!e ad!antage only bycreating !alue in a way that is di@cult for co%petitors toi%itate.

Traditional sources of co%petiti!e ad!antage such asAnancial and natural resources, technology and econo%iesof scale can be used to create !alue.

Howe!er, the resource+based argu%ent is that thesesources are increasingly accessible and easy to i%itate.

Thus they are less signiAcant for co%petiti!e ad!antageespecially in co%parison to a co%ple* social structuresuch as an e%ploy%ent syste%.



What are the three t&pes of reso"rces?

Three t&pes of reso"rces associated with organiationsare

-a physical -plant< technology and euip%ent< geographic

location,-b hu%an -e%ployeesC e*perience and knowledge, and

-c organiational -structure, syste%s for planning,%onitoring, and controlling acti!ities< social relationswithin the organiation and between the organiation and

e*ternal constituencies.H$ practices greatly in:"ence an organi.ations

h"man and organi.ational reso"rces and so can beused to gain co%petiti!e ad!antages -5chuler MacMillan,#E6



$e& elements of reso"rce +ased vie) of theBrm

2f that is so, h"man reso"rce policies andpractices %ay be an especially i%portant source ofsustained co%petiti!e ad!antage ->ackson 5chuler,#3< Pfe;er, #6. 5peciAcally, four e%piricalindicators of the potential of Ar% resources to

generate co%petiti!e ad!antage are"val"e,

rareness,

inimita+ilit& and

s"+stit"ta+ilit& -Barney -##.2n other words, to gain co%petiti!e ad!antage, the

resources a!ailable to co%peting Ar%s %ust be!ariable a%ong co%petitors and these resources

%ust be rare -not easily obtained.

2nter!ening Far



Technical#/ Practices

Organi.ationalConte>t 9aria+les•=irm si.e•6evel oftechnolog&•Union cover

Organi.ationalperformance

ManagerialCompetencies•#/competenc&•8"siness

Competenc&

(trategic #/Practices

Theoreticalframe)or' of

#/

Moderating9ar

2nter!ening Far

2ndependentFar

Dependent Far



Wh& em+race technolog&?

We can connect +etter )ith people!

O"r comfort has increased!

We are more ecient!

We are more prod"ctive!



C"stomers e>pectations0modern c"stomer

! (olid Information!

! Options!

A! (ingle (o"rce (ervice!

F! Comm"nication!

! Cons"lting!

H! (eamless /elationship!

Note4 %ll these H e>pectations can +e met)ith onl& emplo&ees and hence #/!



%s emplo&ees )e not onl& )ant salar& +"talso a sa& in the organi.ation and )ant to +e

partners! We )ant that the organi.ations "se o"r

talent f"ll& and ma'e 5o+ meaningf"l +esides)ell compensated!

These talents cr& o"t for deplo&ment! Often)e are not a+le to do it in o"r organi.ations+eca"se the organi.ation is not read& for itand so the talent migrates m"ch li'e amigrator& +ird loo'ing for more cond"cive

areas!6ater, organi.ations Bnd o"rselves loo'ing for

the same talents that migrated from "s! #o)do )e manage talent?



Concept of rightsDedicated emplo&ees have a moral

right to!

-# +e treated as ever& other Bnancialinvestor7

J share in the Brm2s proBts7

AJ timel&, acc"rate, and s"cient disclos"reof signiBcant information7

FJ protection from senior managers2 a+"sive

self0dealing7 andJ mechanisms to protect their Bnancial

investment incl"ding fair severancepa&ments and e*ective pension protection!



Training, e<"it& and po)er

In transition from ind"strial to Info age0 )or'ers m"st +esophisticated, technologicall& capa+le and empo)ered!

Train to face dislocation and create mechanisms toa+sor+ people in la+or force!

Enlightened managers can comm"nicate and ena+ledra)ing satisfaction from the dail& e>perience of doing agood 5o+, helping c"stomers, and learning something

ne)!

=rom controlling to empo)ering, meaningf"l, prod"ctiveand re)arding )or'!



#/ ="t"re (avingsThe leading goal K!FLJ 0 more from #/

technolog& )itho"t spending additional dollars!

E>panding #/ training e*orts or programs

!LJ came in second!

#/ technolog& applications F!LJ7

P"rchasing ne) #/ technolog&, #/I(, or We+0

+ased #/

applications A!LJ7

Modif&ing compensation and re)ards AH!FLJ7



To s"m "p!

We are in transition 0Ind"strial to Info age!% ne) connotation as a reso"rce!

Glo+ali.ation and reso"rce +ased theor&!

Em+racing technolog& means +etter connection,

comfort, ecienc& and prod"ctivit&!

C"stomer has some e>pectations )e meet it and

have o"r o)n in t"rn!

#/ m"st +e made a partner!

Cost savings )ill +e a ma5or criteria!

Together the& create competitive advantage



/"les of the game

M& goal is to give &o" competitive advantage!%nal&tical thin'ing

Critical thin'ing

Innovative thin'ing!

#ence case method!

#onor code is important!

Code for s"+missions and preparations are sacrosanct!

If &o" miss a class, assignment or case anal&sis, &o"loose! -o" can cannot see' concession since it )ill

a*ect the competitive advantage of others!This is a dail& assessed co"rse! =oc"s on it!

$no) the r"les of preparation for the class!

$no) the right )a& to do case anal&sis!



Each Theme gives &o" competitive advantage

Theme 4 Creating Competitive %dvantage A sessions and casesJ

a. =reating sustainable co%petiti!e ad!antage through H$ strategy.

b. 5trategy i%ple%entation, internal align%ent and e*ternal align%ent.

II! Theme 4 Creating a #igh Performance Wor' Environment sessions and casesJ

a. 5election

b. 5tructuring for high perfor%ance

c. Perfor%ance and $ewardd. Training and De!elop%ent

III! Theme A4 #/ in a Glo+al Changing Wor' Conte>t F sessions and casesJ

a. Di!ersity in workforce

b. /lternati!e work place

c. :lobal H$ %obility

I9! Theme F4 Emerging Themes A sessions and cases J

a. 7thics, :o!ernance and H$b. 5ocial responsibility, en!iron%ental sensiti!ity and H$

c. )orkplace relationship of Gnowledge )orkers and traditional workers

9! Theme 4 Integration of 6earning F sessions, no cases, presentationsJ

a. ProAt through people

b. :roup Project Presentations



Co"rse design for competitive advantage!#o) is it designed and integrated?

• Core aspects

• /ecr"itment

• (election

• Ind"ction

• Compensation

• /e)ard and Welfare

•

Performance eval"ation• Co"nseling

• Training 3 Devp

• I/

•

E>it

Glo+al %spects Diversit&,

alternate )or' place,

glo+al mo+ilit&!

Emerging Ethics,

governance , social

responsi+ilit&,

)or'place relations!



Wor' for the da& and prior to ne>t session

("+mit )ritten case anal&sis as per theg"ideline given +& e0mail tohrmt5amesQtapmi!ed"!in +& 1an 4

p!m!

8e prepared to disc"ss in the ne>tsession

Three st"dents )ill +e nominated atrandom to eval"ate class participation

ena+le me to vet!



Than' &o"

hrmt - introduction

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