theory revision-mid term hrmt

8/3/2019 Theory Revision-Mid Term HRMT

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Revision for Midterm

Purpose of the session:

To revise the theories and concepts that we have done

so far so that these can be applied in the midtermexamination.

To clarify doubts.

To give an overview of the midterm examinationpattern based on single decision case and multiplequestions that lead to decisions.


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Organization

Vision,

Mission

Strategy

Corporate

Business

Functional

Op, Fin,

Mktg, HR

STRUC-

TURE

Simple

Hierarchy

Flat

Adhocracy

Matrix

Team

SYSTEM

(Simple,

complex,

open,

close)

Mktg, Fin

HR, Ops,

MIS (ALSO

CALLEDFUNCTION

S/DEPT)

PROCESS

Output

Outcomes

Tasks

Job

Planning

Organizing

Staffing

Directing/Leading

Controlling


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Competent people, business

(Rect & selection)

SCHEMA OF HPWS

PM Process

Reward

Learning & devpprocess

PM Process (clear goals,

resources to achieve

goals, transparency, well

rounded, fair.

Reward process(competitive rate,

equity, fairness,

sufficiency, flexible

Motivation process,

work environment,equity, challenge,

independence,

coworkers, empathy etc.

other factors seen in

various theories

Learning & devp

process(Future growth-

progress and

prosperity

L

E

A

D

E

R

S

H

I

P

High output, compadvantage

M

O

T

I

V

A

T

I

O

N

L

EA

D

E

R

S

HI

P

M

OT

I

V

A

T

IO

N

Envi

ron

and

Mkt

forc

es

Environ & Mkt forces

Environ&M

ktforces


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Explanatory Notes: HPWS has R&S, PM, Reward, Motivation and L&D as it

processes. If you look it closely you will find that each of them is a system (e.g.

R&S system, PM system). Together they create the HPWS. HPWS operates in the

environment or market forces and hence the ext forces analysis. You can create

the HPWS based on your str and weaknesses and hence the SWOT. The ext and

int environment analysis is best done by asking its impact (so what ?) to the

problem at hand or the objective of the analysis. It is a good idea to use the

TOWS matrix used for strategy formulation (ref Koontz). Leadership impacts allprocesses. Often good leadership can pull off bad systems and vice versa. Hence

if you want to analyze a system, you are really looking at one of these. If you

have the theoretical framework on each of these, it is so much the easier to

analyze because the factors will flow automatically and then your SWOT can be

well fitted into a framework that can be analyzed. A diary with these theoretical

frameworks is a good idea. As the course progress, you will find the complexity

increasing. Diary helps to increase the speed of analysis.


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Recruitment and selection


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Factors to be considered

Internal Factors Recruitment policy

Human resources planning

Size of the firm

Cost of recruitment Growth and expansion

External Factors Supply and demand

Labor market

Image and good will

Political, social and legal environment

Unemployment rate

Competitor


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Human capital Theory(from Resource based theory)

5 portfolios of human capital (hc)

1. General hc

2. Strategic hc3. Industry hc

4. Relationship hc

5. Company specific hc

Most Portable

Least Portable


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General Human Capital

Gather, cultivate and deploy financial,

technical and HR.

Leadership and DM.

Functional area expertise.

These are highly portable.

Develop skill to interact with external agencies

that affect work.


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Strategic HC

E xpertise gained in specific strategic

situations

Maneuvering in cyclic market. Driving growth

Cutting cost.

Translates well into other similar situations.

Hence highly portable.


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Industry HC

Technical, regulatory, customer and supplier

knowledge specific to industry.

Useful in the same industry but not across it. E.g. expertise in medical business not portable

to other business, expertise in handling large

business clients not portable to retail.


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Relationship HC

Moving with other team members can be

portable.

Solo players have to develop this in the newenvironment. This requires time.


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Company specific HC

Knowledge about routines, procedures,

culture, informal system, structure, process

unique to the company.

Least portable.


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Idealcandidate traced to HC theory(usea matrix)

GEN/INDL hc STRAT hc INDUSTRY hc RELATION hc FIRM

SPECIFIC hc

Recommended that you makeas single matrix as abovefor use in analysis life orexam


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Individual 1

GEN/INDL IND RELAT, FIRM, STRAT

PRO CON PRO CON PRO CON

Similarly

crea

te

fo

rot

herindi

vidu

als in t

hes

election

pro

cess


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Summarize to get a clear overview of

competing factors for each candidate

Candidate Broad Category (factors mentioned below are

applicable only in rect ofstarcaseand in all)

1 Good will v/s ability to adapt

2 Client v/s coworker

3 Small v/s large firm

4 Luck v/s skill

5 Develop from within v/s hire


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Compensation comparison is an

important factor in rect and selection

Candidate Current On Joining Times Candidate

5

$ mill $ mill

1 1. .3 11 . 5 5

2 0.9 1. . 2 4

3 0.7 1 3

4 0.4 0.7 2

5 0.3 0.3 1


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Performance management


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Theories of Performance Goal theory set goals. Only then people will

work for it. Goals should be SMART (specific,measurable, attainable, . Goal is best when

jointly decided and aligned to org goals. Test forthese.

Control theory If goals are SMART, you canmeasure the gap of actual and agreedperformance and control for the variance.

Socialcognitive theory. States that some belief ofpeople make them achieve things. Hence positivebeliefis important.


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Meaning of Performance

Actually it is ill defined; but thinkers agree that itshould include the following:

1. Relevant performance dimensions.

2. Standards and expectations associated with differentperformance levels.

3. How situational constraints should be weighed whenevaluating performance.

4. No ofperformance levels or gradients.5. Extent to which it should be based on absolute

measure v/s relative measure.


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Goal Theory

4 mechanisms that connect goals to performanceoutcomes.

1. Direct attention to priorities.

2. Stimulateeffort

3. Challengepeople to bring their knowledgeand skill to bearto increase theirchances ofsuccess.

4. The morechallenging the goal, the morepeople will drawfrom theirrepertoire ofskills.

This theory underpins the setting and agreeing objectivesagainst which performance can be measured and managed.

By Latham and Locke (1979).


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How does goals work? Goals pals inform individuals to achieve particular

levels of performance.

1. This enables them to direct and evaluate theiractions.

2. Perf feedback allows an individual to track how wellhe or she has been doing in relation to the goal.

3. This enables a person to adjust his effort, direction

and task strategies.

(Robertson, Smith and Cooper (1992)


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Control Theory-Role ofFeedback

Feedback is a mechanism to shape behavior.

Once they get feedback, they appreciate the

gap between what they are supposed to doand what they do.

Then they take corrective actions.

Hence feed back is crucial part of PM.


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Social Cognitive Theory

Based on Banduras Self efficacy theory.

What people believe that they can or cannot

do powerfully impacts their performance. Hence if you develop and strengthen positive

self belief in employees, performance will

improve.


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Values in PM

4 components ofValues in PM. These are basedon the ethical principles of:

1. Respect for individual2. Mutual respect

3. Procedural fairness

4. Transparency

5. Procedural accuracy

6. Procedural validity

Winstanley and Stuart-Smith (1996) + Instructor comments


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Beliefs Based on the 4 Values

1. Mgmt has overriding responsibility to create environment for highperformance.

2. Everyone is concerned about improvement of performance.

3. Managers and their teams are mutually dependant for this.

4. People should be valued for what they are and what they achieve.

5. The need of the indl and the organization should be recognizedand respected.

6. Individuals should be given an opportunity to express their viewson the objectives they are supposed to achieve.


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Beliefs Based on the 4 Values

7. Individuals should understand and agree to the standards bywhich they are measured.

8. They should be able to track their performance.

9. They have the right to get feedback on their performance and theright to comment on the feedback.

10. Should know how and why decisions affecitng them emergingfrom the perf reviews have been made and should have right to

appeal.

11. Focus on developing performance and not merely managing it.Hence give priority to development.


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Superordinate Values

The above values are believed to be important

and NOT imposed (i.e. must develop through

discussions).

Reality check must be done i.e. behavior is

consistent with espoused values and if not

what to be done (change the value or change

the behavior) Boyett and Conn (1995)


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Influences on Performance1. Right level of

Competence

Motivation

Support

incentives

2. Work group members have strong positive or negative influenceon attitude and behavior.

3. Manager degree of support, act as role model, coach andstimulator.

4. Organization lack of a powerful vision, ineffective structure,culture, work systems, unsupportive employeerelations/policy/systems, inappropriate leadership andmanagement style.


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Factors Affecting Performance

Systems Factors (from systems theory of Millerand Rice (1976)

Outcome of sys = indl contribution to the team +department perf + corporate perf + central perfmgmt.

(methods, structure, support material, equipment,customers, work culture, internal and extenvironment is factored in)


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Contextualfactors situation in which people work and the wayperformance can be measured

Organizational Culture pattern of shared beliefs, norms andvalues. In general command and control, centralized, distant andtough culture is less productive.

Employeerelation climate managers, employees and tradeunions. This is based on: Parties trust each other.

Mgmt treats employees fairly.

Mgmt is open and honest about actions and intentions.

Mgmt treats employees as stake holders.

Employees are committed to interests in the organization.

What mgmt does and says are consistent.


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People Top down approach works well if it involves the stake

holders.

Composition of the workforce e.g. knowledgeworkers.

Structure Highly centralized/hierarchical

Flat

Size SMEs have personalized style often with prejudices

and attitudes of the employer.


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Technology and Work Practices No conclusive evidence yet.

Computerized perf monitoring (CPM) transforms a helpful,less performance oriented supervisory style into a more

coercive and production oriented. Employees trust CPM more than supervisors.

Bureaucracies will have more formal PM system.

Flat organizations usually have flexible and less formalprocess.

External environment Competitive, changing, and fluid environment will have

fluid and ad hoc PM system.


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Theories related to PM and Motivation

Reinforcement theory (Hull 1951)

Expectancy theory (Porter and Lawler 1968)- value ofreward to the indl, probability that reward will result from

the effort as perceived by individuals, indl characteresticssuch as intelligence, know-how and skill and roleperception i.e. what the indls want to do and think they arerequired to do.

Selfefficacy theory (sameas sociallearning theory )

Psychologicalcontract theory unwritten contract existsbetween the employer and the employee based on mutualexperience and this affects performance.


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Expectancy Theory


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Reinforcement theory


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Psychological contract theory


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Theories related to PM and Motivation

Sociallearning theory(Bandura 1977). Combines the aspects ofreinforcement and expectancy. Factors in the internal psychologicalfactors especially expectations abut the values of goals and theability of individuals to reach them.

Attribution theory-Explains success or failure in terms of ability,effort, task difficulty, circumstances and luck. If explained in terms of effort, high motivation results.

If in terms of ability, high motivation for training results.

If in terms of task difficulty, circumstances or luck, low motivation willbe the result.

Role Modeling. Desire to follow an example. Managers and teamleaders act as role models and they can enhance performance bycoaching and dialogue.


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Attribution Theory


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Social Learning Theory


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360 degree feedback(a tool based on control theory and Johari Window)


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Johari Window


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360 DEGREE FEEDBACK

PLUS

Gets broader perspective

Gives rounded view ofperformance (in addition topay)

Increased awareness andrelevance of competencies.

Increased awareness by seniormanagement as they too havedevelopment needs.

More valid More objective

Leads to acceptance of results

Leads to action

MINUS

Sometimes people do not givefrank and honest feedback.

Put under stress receivingfeedback.

Lack of action followingfeedback.

Overreliance on technology.

Too much bureaucracy.

Can be time consuming.

Resource intensive.


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Definition

Systemic collection and feedback of

performance data on an individual or group

derived from a member of the stakeholders on

their performance.


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Rationale

Increased self awareness

Enhanced understanding of behaviors needed

to increase indl and org performance

Creation of devp activities that are specific

Increased involvement of employee at all

hierarchical level.

Increased devolution of self devp and learning

to employees


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Uses

71% for learning and devp only

23% to support a number of HR processes

6% use it for pay decisions.


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Advantage and disadvantages Advantages

Indl gets a broader view

More rounded view of their performance

Increased self awareness of competencies

Increased awareness of top management about the need

for their own devp. Perceived as more valid and objective.

Disadvantages Not always frank and objective

Put under stress giving and receiving feedback

Lack of action following feedback Over reliance on technology

Too bureaucratic

Time and resource consuming


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Address the following issues

Mission and scope to be defined clearly

Adequate explanation required

Make the organization ready Make sufficient resources available

Validate the outcomes


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Steps

Define objective.

Decide on recipients of the 360 deg.

Decide on who will give the feedback

Decide on the area of work and behavior on which 360deg will be given.

Method of data collection

Method on data analysis and presentation

Plan initial implementation program

Analyze outcomes of pilot Plan and implement

Monitor and evaluate


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How to make it success

Active support of top mgmt

Commitment by all

Determination by all to use it

Questionnaire fit Items can be related to actual events experienced

by the indl

Communication and trg are followed

No one should feel threatened Questions easy to complete

Minimal bureaucracy


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Implementation issues of360 deg What goes

wrong?

Mission and scope not clearly defined.

Inadequate explanation and training of theprocess leads to lack of understanding andresistance.

Org readiness for 360 not evident.

Sufficient resources not employed.

Unrealistic promises made at the implementation

stage leads to cynicism. Outcomes are not evaluated.

From Silverman, Kerrin & Carter (2005)


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People Competency Maturity Model - PCMM


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Concept of PCMM

Based on CMM (Carnegie Mellon UniversityModel)

To manage and develop workforce.

Integrates theory and practice.

Originally meant for software professionals,now used in several organizations.

Each level achieved forms the foundation tomove to higher level (step by step continuousimprovement)


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Uses of PCMM

To establish the maturity of their HR practices.

Priorities competencies for improvement for

its workforce.

Integrate the growth of competencies with

process improvement (needs formal set up for

each, mere informal arrangement is

insufficient)

Establishes culture of workforce excellence.


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HR Practices

SW HR Practice

Turnaround time Measuring delivery effectiveness of HR,

accountability, results

Access to seniors Measuring delivery effectiveness of HR,


Meeting deadlines Measuring delivery effectiveness of HR,

accountability , results

Cost effective service Measuring delivery effectiveness of HR,


ISO to institutionalize Measuring delivery effectiveness of HR


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HR Practices

SW HR Practice

Adequate resources To perform effectively and stress free.

No overwork

Work life balance, retreats

Bi weekly open house, but nodedicated system for innovation

Encourage innovation and Learning

Employees work like

entrepreneurs

Participation

Open door, discussions, not

taking mundane jobs, encourageto discuss with sr mgmt

Effective work environment

Work distributed by Mohotra,

done as per competency, addl

resources hired if required

Role, responsibility and authority based on

competency.


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HR Practices

SW HR Practice

OJT, open house, presentations

even by juniors

Learning to maintain competency

Open door policy, open to taking

back old employee, encourages

discussion, retreat

Trust building

Annual reviews of performance,

spot reviews, First litigation

lawyer rising to partner level.

PM, feedback and career devp

Open door, knowledge sharing,

compensation reviews, annualretreats, as and when reviews

Culture


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People Capability Maturity Model (PCMM)

4. Predictable

Empowerand integrate

workforcecompetencies,

manage quantitatively

2. Managed

Mangers takeresponsibilityfor managing and developing

people

5.Optimizing

Continuously

improve

3. Defined

Develop workforcecompetencies and

workgroups and align with business

strategy

1. Initial

Workforcepractices employed without analysis ofimpact

Org performancealignment,

continuous capacity

improvement, continuousworkforce innovation

Mentoring, Org capability

mgmt, Quantitativeperf

mgmt, competency basedassets, empowered work

gp, competency

integration

Competencyanalysis,

workforceplanning,

participatoryculture,career development,

competency devp

workgroup devp

PerfMgmt,

communication,

compensation,

work

environment,

staffing, trg and

devp


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PCMM Level 2 - ManagedNo Factor Purpose Indicators Y/N

2.1 Work

Environ

Establish and maint physical

working conditions and to

provide resources that allow

individuals and work gps to

perform their tasks efficiently

and wihtout unnecessarydistractions

Stress free environ

(Seth returning), open

house,

Open door policy

Pick only intellectually

stimulating jobs

Y

2.2 Staffing Est formal process by which

committed work is matched to

unit resources and qualifiedindls are recruited selected and

transitioned into assignments

CEO ensures allocation

based on competency

and availability,adequate resources

committed

Y


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PCMM Level 2 - ManagedNo Factor Purpose Indicators Y/N

2.3 Commu

nication

Est timely comn across org

and to ensure that the

workforce has the skills to

share and coord their

activities effectively

Open comn, sessions

with sr mgmt, opne

houses, open door,

work life balance,

open environ thatsupport all round

comn

Y

2.4 Trg &

devp

To ensure that all indls have

the skills required to performtheir assignments and are

provided relevant devp

opportunities.

On job trg ,

knowledge sharingsessions,

presentations

Y


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PCMM Level 3 - DefinedNo Factor Purpose Indicators Y/N

3.1 Compete

ncy

analysis

Iden the Knowledge, skill and

process ability required to

perform the orgs business

activities so that they may be

developed and used as a basis

for workforce practices

Knowledge sharing

sessions based on

needs of the employees

Y

3.2 Workforc

e

planning

Coord workforce activities with

current and future business

needs at organization and unit

level

Handled by CEO in

consultation Ser mgmt,

Schedules employee

assignments based on

their competencyavailability, employee

sourcing decisions

taken jointly by mgmt

Y


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3.3 Participat

ory

culure

To exploit the full capability of

the workforce for making

decisions that affect he perf of

business activities.

Bi weekly open house,

weekly sr mgmt

sessions, needs of emp

kept in mind while

picking up assignments

(eg LPO), open door,open to rehiring the old

employee shows

openness, annual

retreats

Y

3.4 Career

devp

To ensure that indls are

provided opportunities to devpworkforce competencies that

enable them to achieve career

objectives

OJT, bi weekly

knowledge sharing, flatorg, career path based

on performance.

Y


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3.5 Competency devp

To constantly enhance thecapability of the workforce to

perform their assigned tasks

and responsibilities.

Hiring of first litigationlawyer (proactive

competency devp),

Done through OJT and

knowledge sharing

based on needs of the

project and employees

Y

3.6 Compete

ncy

based

practices

To ensure that tall workforce

practices are based I part on

developing competencies of the

workforce.

Assignment based on

competencies, if

competency is not

available in house, it is

sources

Y

3.7 Work

groups

devp

To org work around competency

based abilities.

As in a consulting org,

delivery done by project

teams, teams made by

Sr Management based

on the project needs

Y


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PCMM Level 4 - PredictableNo Factor Purpose Indicators Y/N

4.1 Mentorin

g

To transfer the lesson of greater

experience to improve the

capability of other indls and

workforce

?/N

4.2 Organizin

g

capabilit

y Mgmt

To quantify and mange the

capability of the workforce and

of the critical competency

based processes they perform.

Hiring first litigation

lawyer shows mgmt

knows the future needs

?/Y


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4.3 Quantita

tive perf

Mgmt

Predict and manage the

capability competency based

processes for achieving

measureable perf objectives

Turnaround time,

access to sr members,

meeting deadlines, cost

effective service, and

systems built around

these.

Y

4.4 Compete

ncy

based

assets

To capture knowledge,

experience and artifacts

developed in performing

competency based processes

for use in enhancing capability

and performance.

OJT and knowledge

sharing is done, but no

formal mechanism to

capture knowledge

N


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4.5 Empowe

red

workgro

up

To invest workgroups with with

the responsibility and authority

for determining how to conduct

their business activity most

effectively.

In consulting projects

are delivered by

independent teams

responsible for the

deliverables and

business objectives

?/N

4.6 Compete

ncy

integrati

on

To improve the efficiency and

agility of interdependent work

by integrating the process

abilities of different workforce

competencies.

?/N


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PCMM Level 5 - OptimizedNo Factor Purpose Indicators Y/N

5.1 Continuo

us

capabilit

y

improve

ment

To provide a foundation for indl

and workgroups to continuously

improve their capability for

performing competency based

processes.

Happens throughOJT,

knowledge sharing and

new hires. But no

formal method

?/N

5.2 Continuo

us

workforc

e

innovatio

n

To identify and evaluate

improved or innovative

workforce practices and

technologies and implement the

most promising ones

throughout the org.

Knowledge sharing

sessions, but nothing

else

?/N

5.3 Organiza

tional

perf

Alignmen

t

To enhance the alignment of

perf results across indls,

workgroups and units with org

perf and business objectives

Turnaround and

feedback from clients is

used but how indl perf

is aligned using this is

not formalised.

?/N


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Decide the level an organization is in

Example based on Singhania case

L 3 Yes.

L4 Has some processes but not formal.

L5 Has some processes but not formal.


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How to scale to L 4(These become options and action plan)

Mentoring Formal mentoring.

Define objectives and knowledge to be transferred.

Hold seniors or knowledge holders accountable forthis.

Organizational Capability Management Now it is informal.

Define it and make a process.

Clients confidentiality to be maintained. Hence typical competency integration and

competency based assets may not be feasible.


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Scale to L 5

(These become options and action plan)

CurrentlyNil.

Continuous capability improvement Now only OJT and knowledge sharing. Define a new process and objectives.

Continuous workforce innovation- related to Channels for recruiting Selection methods Pperf mgmt methods

Alternative career choices Innovative compensation New technologies for developing knowledge and skills Innovative communication technologies Ways of organizing and empowering workforce.


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Scale to L 5(These become options and action plan)

Organizational perf Alignment

Currently nothing much

Manage impact quantitatively

Institutionalize the methods.


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Types of decision making

Experience

Experimentation

Research and Analysis


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Motivation Theories


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Traditional Theories

Maslow

Herzberg

X and Y

Vrooms Expectancy Goal theory

Equity

Modern MLT Direction giving, empathetic, meaning making.

Nohria Model Defend, Acquire, bond, comprehend


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Equity


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Vrooms Expectancy Theory


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Herzbergs two factor theory


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Maslows


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Theory x and y

Motivating language model with standardized path


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Direction-

Giving

Empathetic

JS

Job Performance

Meaning making

MotivatingLanguage

0.93

0.92

0.68

0.67

0.22

Motivating language model with standardized path

coefficients

Sullivan JJ, (1988), AMR Vol 13


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NEW MODELNohria, Groysberg & Linda Lee


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4 Drivers

Drive to acquire

Drive to bond

Drive to comprehend Drive to defend


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Drive to acquire

Acquire our needs.

Acquire things which are not strictly needs.

Comparison with others about what is needed.

How companies handle it:

Reward system.

People perform to gain reward to acquire.

Hence individual is important. Group reward is important if that increases the

individual reward (at least in general).


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Drive to bond

All of us need our family, parents etc.

In work place we need departments, area etc.

Gets attached to closes cohorts. How companies handle it:

Creates culture.

Uniforms, teams, quality circles.

Informal groups.

Team work, collaborations, openness, friendship.


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Drive to comprehend

Want to make sense of the world around us.

Understand the phenomenon.

Meaning in work.

Making meaningful contribution.

Demoralized by monotonous work.

How companies handle it:

Job design Foster sense of contribution.


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Drive to defend

Tend to defend ourselves.

We create justice system, self help groups,security system, etc. to overcome negative

emotions like fear and resentment. How Companies Handle it.

Performance management and resourceallocation.

Fairness, transparency.

Day care, transport etc.


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Importance of new model

Organizations ability to meet the fourfundamental drives explain 60% of theemployees variance in motivation.

Individual managers can also contributetowards these.

Employees understand where the individualmanager can help and cannot.

Dissatisfaction with immediate manager isbased on this understanding.


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Key Leadership Theory

Country Club LeadershipHigh People/Low Production

Team Leadership High

Production/High People (9 9)

Team Leadership High

Production/High People (9 9)


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High People/Low Production

(1,9)

Production/High People (9,9)Production/High People (9,9)

I

impoverished LeadershipLow Production/Low People

(1,1)Produce or Perish Leadership

High Production/Low People(9,1)

Middle-of-the-Road Leadership

Medium Production/Medium

People (5,5)

Low Concern for Task/Production High

Low

Co

ncernforPeople

High


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Competencies that peoplerequire

Di ti f t i G l


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Dictionary ofcompetencies General

Leadership competencies

Establishing Focus.

Providing Motivational

Support.

Fostering Teamwork.

Empowering Others.

Managing Change.

Developing Others.

Managing Performance.

Fostering Diversity.

Managing Self

SelfConfidence.

Stress Management.

Personal Credibility.

Flexibility.

Communicating and

Influencing.

Attention To Communication

PersuasiveOral

Communication and written

communication.

Interpersonal Effectiveness

Influencing Others

Building Collaborative

Relationships

CustomerOrientation

Preventing and Solving

Problems

Diagnostic Information

Gathering

Analytical Thinking

Forward Thinking

Conceptual Thinking

Strategic Thinking

Technical Expertise

Achieving Results

Initiative

EntrepreneurialOrientation

Fostering Innovation

Results Orientation

Thoroughness

Decisiveness

Business Acumen

Global Perspective

Dictionary ofcompetencies from leadership


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y p p

perspective

CORE COMPETENCIES FUNDAMENTAL COMP SYNERGIZING COMP

Leadership

Establishing Focus.

Providing Motivational

Support.

Fostering Teamwork.

Empowering Others.

Managing Change.

Developing Others.

Managing Performance.

Fostering Diversity.

Managing Self

SelfConfidence.

Stress Management.

Personal Credibility.

Flexibility.

Communicating and

Influencing.

Attention To Communication

PersuasiveOral

Communication and written

communication.

Interpersonal Effectiveness

Influencing Others

Building Collaborative

Relationships

CustomerOrientation

Preventing and Solving

Problems

Diagnostic Information

Gathering

Analytical Thinking

Forward Thinking

Conceptual Thinking

Strategic Thinking

Technical Expertise

Achieving Results

Initiative

EntrepreneurialOrientation

Fostering Innovation

Results Orientation

Thoroughness

Decisiveness

Business Acumen

Global Perspective


94/123

Techniqueforproblem detection(fixing thelevel)

Where is the problem?


95/123

Where is theproblem?

Vision,

Mission

Strategy

Corporate

Business

Functional

Op, Fin,

Mktg, HR

STRUC-

TURE

Simple

Hierarchy

Flat

Adhocracy

Matrix

Team

SYSTEM

(Simple,

complex,

open,

close)

Mktg, Fin

HR, Ops,

MIS (ALSO

CALLED

FUNCTION

S/DEPT)

PROCESS

Output

Outcomes

Tasks

Job

Planning

Organizing

Staffing

Directing/

Leading

Controlling

Where is the problem? Delimit


96/123

Where is theproblem? Delimit(Delete those which you are sure are not the problem)

Vision,

Mission

Strategy

Corporate

Business

Functional

Op, Fin,

Mktg, HR

STRUC-

TURE

Simple

Hierarchy

Flat

Adhocracy

Matrix

Team

SYSTEM

(Simple,

complex,

open,

close)

Mktg, Fin

HR, Ops,

MIS (ALSO

CALLED

FUNCTION

S/DEPT)

PROCESS

Output

Outcomes

Tasks

Job

Planning

OrganizingStaffing

Directing/

Leading

Controlling

Focus on the delimited list


97/123

Focus on the delimited list

SYSTEM

(Simple, complex, open,

close)

HR SYS

PERF MGMT, MOTIVATION

PROCESS

Output

Outcomes

Tasks

Job

Planning

OrganizingStaffing

Directing/

Leading

Controlling

HR SYS

RECT & SELECTION

COMPENSATION

L&D

MOTIVATION

Isolate the specific systems


98/123

Isolate the specific systems,

processes, jobs, taks, individuals

HR SYS


PROCESS

Output

Outcomes

Tasks

Job

Directing/

Leading

Controlling

Identify thelinkages between specific systems,


99/123

y g p y ,

processes, jobs, tasks, individuals

HR SYS


PROCESS

Output

Outcomes

Tasks

Job

Directing/

Leading

Controlling


100/123

How to define

Identify the level

Identify the component from the HPWS.

Define.

Since you have identified the component fromthe HPWS, quickly go to the theory. Theyautomatically give you the factors.

Now do the SWOT keeping in mind theproblem and the component of HPWS inquestion.


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How to define factors

From the SWOT or TOWS matrix, come to thefactors. While doing so, use the terms from thetheory. Do NOT qualify at this stage i.e. do not saythat something is existent or not.

Now analyze each factor. To do this, write thefactor, then an example from the SWOT, thenargue what theory it violated or supported. Then

write the implications. By now the contours ofthe options would be emerging. Give pros andcons so that your mind is clear.

d h


102/123

Decide the constraints

Do not create too many of them. We are

looking at macro constraints and NOT

constraints as in an operations problem.

Usually only a key resource is a limitation money, time, availability of competencies.

l h


103/123

Evolve the options

Keep your eye on the analysis and the pros

and cons. This will make it easy to evolve

options.

d


104/123

Recommend

Be brief. Name the recommendation e.g.

Option 2 is recommended. Then write one or

two key reasons for it

E.g. Option 2 is recommended because of thebenefits mentioned under options and in

particular 1) ------- and 2) ----------

W i h l


105/123

Write the plan

To execute the recommended options follwing

steps should be followed.

Take action xx by Mr ---- by ----

(go on.till the end)

T ki d i i


106/123

Taking decision

We use 3 methods take decision.1. Experience

2. Experimentation

3. Research and analysis

Case should be based on the third.

H f d C l l Di i


107/123

Hofstedes Cultural Dimensions

Individualism-collectivism

Masculinity-femininity

Power distance

Uncertainty avoidance

Structured - unstructured

Hofstedes Cultural Dimensions


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Hofstede s Cultural imensions

(contd)

Work-related value dimensions

Most influential effort to group by cultural

values Surveyed over 116,000 employees in more

than 70 countries

Created maps of pairs of dimensions

I di id li C ll ti i


109/123

Individualism-Collectivism

Self-perception as individual or part of a group

Most widely studied

Most complex

Dimensions different across cultures

i.e., Asian vs Latin American collectivism

I di id li C ll ti i ( td)


110/123

Individualism-Collectivism (contd)

Individualism

High value on

autonomy

Individual achievement

Privacy

Collectivism

High value on group

Family, clan, organization

Loyalty

Devotion

Conformity

Masculinity-Femininity

D ib I t f


111/123

Describes Importance of

Achievement versus Relationships Success

Assertive acquisition of

money/power

achievement

Equality of genders

Caring for

disadvantaged

harmony

Power Distance


112/123

Acceptance of differences in power

High-Power Distance

Accept position

Follow authority

Concentrated & centralized

authority

Hierarchical

Low-Power Distance

Avoid concentration of

authority

Decentralized

Fewer layers of

management

Uncertainty Avoidance


113/123

Low Uncertainty

Avoidance

Embrace unpredictable

Less adherence to rules,procedures, orhierarchies

Risk taking desirable

High Uncertainty

Avoidance

Threatened by

ambiguity Need stable &

predictable workplace

Reliance on rules

y

Reaction to ambiguous events

C lt r l M ps


114/123

Cultural Maps

Individualism-Collectivism & Power Distance

Uncertainty Avoidance & Masculinity-

Femininity

Uncertainty Avoidance & Power Distance

Individualism-Collectivism & Power


115/123

Distance

Large power distance and collectivism

Asia and Latin America

Small power distance and individualism Northern Europe and Anglo countries


116/123

Culture

Map forPower

Distanceand

Individualis

m

Uncertainty Avoidance &


117/123

y

Masculinity-Femininity Achievement oriented-weak uncertainty avoidance &

masculine values

Security Motivation-high uncertainty avoidance &

masculinity

Social Motivation-feminine values & high uncertainty

avoidance


118/123

Culture Map

for

Uncertainty

Avoidanceand

Masculinity-

Femininity

Uncertainty Avoidance & Power


119/123

Distance Family-large power distance & weak uncertainty

avoidance

Pyramid of People-large power distance & strong

uncertainty avoidance

Well-Oiled Machine-small power distance & strong

uncertainty avoidance

Village Market-small power distance & lowuncertainty avoidance


120/123

Culture

Map forPower

Distance

and

Uncertainty

Orientation

Limitation of Hofstedes


121/123

Dimensions

Missing countries

Estimates values

Ignores differences within clusters

Trompenaarss Alternative


122/123

Dimensions

Focus on values and relationships

Survey of

15,000 managers Over 10-year period

From 28 countries

Bipolar cultural dimensions

Trompenaarss Alternative


123/123

Dimensions (contd)

Outer-directedInner-directed

UniversalismParticularism

NeutralEmotional

SpecificDiffuse

AchievementAscription

IndividualismCommunitarianism

theory revision-mid term hrmt

Documents