Key Concepts MHR 3200 Exam 3 3 55 pm Leadership Leadership The process of providing direction and influencing individuals or groups to achieve goals Leadership vs management Both Important but at different times Management focused more on the current promoting stability and efficiency o Planning Organizing Analytical thinking communication informing o keeps the trains running on time Leadership focused on the future promoting change and adaptation o Strategic thinking conceptual thinking innovation creativity inspiring o decides where the tracks should be placed Behavioral theories of leadership The Ohio State Leadership Studies UM Studies Consideration Behaviors People Initiating Structure Task Did not find a preference one combination wasn t better than another Managerial Grid 5 Leadership Styles Contingency theories of leadership Situational Leadership Majority of time used participating and selling Transactional vs transformational leadership Transactional clarifying role requirements task requirements accountabilities ect Providing positive and negative rewards for performance micro managing Transformational provides a transformational change in engagement of members towards goals A complement to transactional leadership not a substitute Vision Communicate Mobilize Commitment Cause a step change in the organization Charismatic leadership and leaders Self confidence vision ability to articulate the vision and make it real to others strong convictions about the vision behavior that is out of the ordinary strong ability to manage CHANGE Environment Resource Sensitivity sensitive to what people are going through Transformational leaders are often strong charismatic leaders JFK MLK Steve Jobs Contemporary views of leadership Kouzes Posner s Leadership Practices Practices and Commitments Practices challenging the process inspiring a shared vision enabling others to act modeling Commitments Search Out Experiment Envision Enlist Foster Strengthen Model Achieve the way encouraging the heart Recognize Celebrate Business leadership Why CEO s Fail Arrogance Melodrama Volatility Excessive Caution Habitual Distrust Aloofness Mischievousness Eccentricity Passive Resistance Perfectionism Eagerness to Please The Extraordinary Leader Model Zenger Folkman s Competency Model 1 Character 2 Personal Capability 3 Focus on Results 4 Interpersonal Skills 5 Ability to Lead Organization Change as required The 3 P s of Effective Business Leaders 1 Passion would continue to do it if there were independently wealthy 2 Performance set high standards and hate to lose 3 Principle cheating in order to win doesn t count Principle over profit What s required to become a great leader Leadership excellence starts with the decision to be a great leader with an explicit commitment to greatness 1 Introspection 2 Self Candor Objectivity 3 A willingness to do what it takes to improve 4 A Time Commitment 5 A dissatisfaction with being merely good There is nothing wrong with good but being satisfied with good is a problem Leadership and strengths More effective leadership generate higher income have more satisfied customers More effective leadership have lower turnover Great leaders make a great difference Exceptional Leaders have 3 clearly recognized strengths Initiative Effort Persistence Courage Optimism Model of leadership excellence Competencies things you are good at Are collections of business relevant skills behaviors and abilities Areas of Knowledge and or expertise Characterized not by the absence of weakness but by the presence of recognized strengths Can be developed over time Organization Needs what the organization will pay you for Passions things you love to do Naturally recurring patterns of thought feeling or generalized behavior Reflect your view of the world values and personality The sweet spot is where your passions competencies match the need of the organization more overlap is better for all Human Resource Planning Understanding the basic nature of human resource planning A key business practice that systematically assesses and provides a forum for discussion on Individual leader capability and potential for advancement Leadership team capability and bench strength succession planning Organization capability needs and planned actions Capability with regard to critical organizational issues diversity Links current human resource capabilities with business strategies plans Highlights areas of strength as well as areas for improvement Focus on both current status and planned development actions Provides ongoing discussion and tracking of development initiatives to support continued growth Leadership development Organization development change Essential source of information to maximize ongoing internal slating staffing capability Basic elements of human resource planning 1 Individual Development Planning IDP discussions between the employee and his her manager 2 Talent Review discussions manager reviews talent with 2nd level supervisor and HR a In teams when possible and one on one where appropriate 3 Human Resource Planning HRP presentations a Information used for action planning forecasting ect Job analysis A technical procedure that defines a job s duties responsibilities accountabilities as well as the knowledge skills and abilities KSAs required to perform the job successfully Different methods observations individual interview group interview questionnaires Results used in developing job descriptions which are important for recruiting selection compensation training and development performance management ect Important for group level issues team effectiveness clear articulation of roles responsibilities Forecasting human resource people needs Determining Labor Demand Derived from product service demanded External in nature Determining Labor Supply Internal movements caused by transfers promotions turnover retirements ect Transitional matrices identify employee movements over time Useful for AA EEO purposes Determining Labor Surplus Shortage Determining Appropriate actions to take to address labor issues Ways to reduce labor surplus 1 Downsizing 2 Pay reductions 3 Demotions 4 Transfers 5 Work Sharing 6 Hiring freeze 7 Natural attrition 8 Early Retirement we could lose some of our best people 9 Retraining Ways to reduce labor shortage 1 Overtime 2 Temporary Employees 3 Outsourcing 4 Retrained Transfers 5 Turnover Reductions 6 New External Hires 7 Technological Innovation Organizational
View Full Document
Unlocking...