HUMAN RESOURCES MANAGEMNT Managerial Skills

1. HUMAN RESOURCES MANAGEMNTManagerial Skills University of Warsaw, Faculty of Management, IBP 2016’

2. Tomasz Ochinowski Ph.DAssociateProfessor • married, three children • head of the Department of Organizational Sociology and Business History, Chair of ManagerialPsychology and Sociology, Faculty of Management, University of Warsaw, Poland; • sociallskillstrainer and advisor in business; • Trainer of the year 2006’ by Institute for International Research. Poland.

3. My main trainers in managerialskills

4. Our rules Course Grading Readings Magala, S. (2005). Cross- CulturalCompetence. London: Routledge, chapter 1 and 3. Magala, S. (2007).The Management of Meaning in Organizations. London, NY: Palgrave Macmillan, part 1 and 4 Zeidner, R. (2015). Rebuilding HR. HR Magazine, May 2015, pp. 26- 34. Hollenbeck, J. R. and Jamieson, B. B. (2015). Human capital, socialcapital, and social networkanalysis: implications for strategic humanresource management, Academy of Management Perspectives, Vol. 29, No. 3, pp. 370–385 . Shyh-Jer Chen, John J. Lawler, and Johngseok Bae (2005), Convergence in human resourcesystems: a comparison of locallyowned and MNC subsidiaries in Taiwan,Human Resource Management, Vol. 44, No 3, pp. 237-256. 1. Ongoinganalysis of selected foreign companies operating in Poland in terms of HRMwillcount for 40%; Cross- culturalgroups of 5 persons 3. QuestionsaboutReadings(the same groupspresentations, 10 minutes) willcount for 20% 2. Oralexamaftercoursecompleting (coursecontentand readings) willcount for 40 %

6. To sum up… from the beginning…by Daniel J. Boorstin, The Americans. The Democratic Experienceand http://www.pbs.org/weta/thewest/people/d_h/goodnight.htm „There's gold from the grass roots down, but there's more gold from the grass roots up” California Joe, a guide in the gold-rich Dakotas in the 1870's.

7. „Legend has it that… sometime toward the end of the Civil War a heavy-laden government ox train traveling through the northern plains of eastern Wyoming was caught a snowstorm and had to be abandoned. The driver returned the next spring to see what had become of his cargo. Instead of the skeletons he had expected to find, he saw his oxen living, fat and healthy.”

8. Charles Goodnightthe Secret of Success • 1866 (68) - he and Oliver Loving made a new trail from Belknap, Texas, to Fort Sumner, New Mexico, which became known as the Goodnight-Loving Trail. • They delivered 2000 head of cattle • They had made more than $12,000 • Goodnight multiplied the quote later 1836-1929

9. Charles Goodnight(some details) • He had lived in Texas since 1845 • 1866 (68) - he agreed with his partner to deliver $ 40 000 worth of Texas Longhorns’ big herd (2000 head of cattle) across 800 miles, from Texas to Wyoming [ oxenn bought for $3 or $4 a head in Texas, sold for $35 or $ 40 up North] • Goodnight was trailing cattle north by the thousands and achieved fame and fortune.

10. After about 10 -20 years…barbed wire RANCHES • In 1877 he with John Adair build JA Ranch (soon counted one hundred thousand cattle and million acres) • He founded the first cattlemen’s association to fight cattle thieves in the region; developed new equipment for the drive ant the ranch; improved cattle breeds by crossing • After the death of his first wife, to whom he had been married for 55 years, he remarried at the age of 91 and had his first child !

11. Secrets of Goodnight’s „Success ?

12. „(...) The cattle, of course, moved on their own legs, but the vehicle that carried them was the organized drive”

13. clear rules • „Before starting on a trial drive Goodnight made it a rule ‘to draw up an article of agreement, setting forth what each man was to do. The main clause stipulated that if one shot another he was to be tried by the outfit and hanged on the spot, if found guilty’.” [ „boundary”] • „The successful drive had to be sober and orderly”… so… liquor, gambling, and even swearing were prohibited on the trial [„zero tolerance”]

14. virtual communication „Communication on the trial (…) was by hand signals, mostly borrowed from the Plains Indians”

15. structure and dynamic • „The cowboy crew gave shape to the mile-long herd, kept the cattle from bunching up into a dense, unwieldy mass or from stringing out to a thin, discontinuous thread. At the front were two of the most experienced men (called „pointers”), who navigated the herd, following the course set by the foreman. Bringing up the rear were three study cowboys whose job it was ‘to look out for the weaker cattle(…) – ‘keep out the corners. The rest of the crew were stationed along the sides(…)” [flat structure] • „The men were rotated from front to rear and back toward the front (the nearer the point, the lighter the work) to divide the burden on the men and the horses” [rotation]

16. risk strategy procedures for stampede

17. logistic • „To feed the men there had to be a chuck wagon, carrying food and utensils, which the cook would drive fast ahead to the next camping place so that food could be ready when the herd arrived” [catering] • The horses (called the „remuda”) which were brought along as spares to provide remounts were in care of a wrangler who kept them moving along together, just in front of the herd [weak points support by outsourcing]

18. organizational culture „At night, guards making their rounds would sing and whistle (the veteran cowman Andy Adams explained) „so that the sleeping herd may know that a friend and not an enemy is keeping vigil over their dreams”. As well-serenaded herd would be less apt to stampede. Cowboy „hymns” they were called, because their tunes were compounded from childhood memories of church services. But their words told the exploits of famous horse races, addressed the cattle with endearment or blaspheming, repeated advertising slogans from coffee cans, or simply sprinkled profanity between nonsense syllables”

19. special responsibility of top managers „(...)The foremen and owner (…) were responsible for the lives of their men, not only against Indians so far as possible, butagainst each other in all cases.”

20. Current HRM questions

21. Fundamentals of HRM by D.A. Decenzo with the interpretation of Maciej Brzozowski Management: the process off efficiently getting activities completed with and through other people. Functions of management: • Planning • Organizing • Leading • Controlling

22. Fundamentals of HRM Main functions of HRM: • staffing (getting people – strategic HR planning, recruiting, selection) • training and development (preparing people – employee training and development, career development, organization development) • motivation (stimulating people – motivation theories and job design, performance appraisals, rewards and compensation, employee benefits ) • maintenance functions (keeping people – safety and health, communications, employee relations)

23. Human Resources Management Fundamentals of HRM Why the HRM is important? 1. No company can exist without human resources. 2. People really create companies. 3. Management means to solve problem of resources. Conclusion: human resources management is necessary in business. Especially HRM is responsible for - getting competent people, - training them, - getting to perform higher results, - maintaining affiliation of people with the organization.

24. Fundamentals of HRM HRM in relation to the size of the company: Big company divisions: • Employment • Training and development • Compensation and benefits • Employee relations Shared services – sharing of HRM activities among geographically dispersed divisions. HR Shared services – centralized HRM activities focusing on such activities as organization development, and compensation and benefits.

25. Fundamentals of HRM Environmental influences affecting HRM • dynamic changes in environment • government legislation • labour unions • ideas of management (Taylor, Elton Mayo – Hawthorne experiments)

26. HRM in a Dynamic Environmentstill by D.A. Decenzo with the interpretation of Monika Kordowska

27. GLOBAL VILLAGE ENVIRONMENT HRM must be prepared to deal with constantly changing world, which means understanding implications of: - globalization - technology changes - work – force diversity - changing skills requirement - continuous improvement initiatives - contingent work force - decentralized work sites - employee involvement

28. GLOBAL VILLAGE – MOBILITY! Multicultural / multinational / multilingual environment RACE POLITICS RELIGION LAW CUSTOMS & HABITS Flexibility & Availability – highly important for managers working in multicultural environment HRM must develop mechanisms that will help multicultural individuals work together & build teams

29. WORK – FORCE DIVERSITY Nowadays • challenge for employees is to make their organizations more accommodating to diverse groups of people by addressing different life styles, family needs and work styles. • employers try to recognize and celebrate of differences - these are finding their organizations more profitable and effective

30. CHANGING SKILLS REQUIREMENTS • full time employment • provide essential job tasks • take advantage of full social benefits CORE WORKERS • hired for shorter period of time • sell their services to the organization • perform specific tasks, sometimes require special job skills CONTINGENCY WORKERS

31. DECENTRALIZED WORK SITES Creates new issue for HRM TELECOMMUTING – working at home on a computer which is linked to the office Telecommuting capabilities that exist today have made it possible for employees to be located anywhere on the globe - ensuring work quality and on-time completion - monitoring work results - motivating & training employees challenges

32. GLOBAL VILLAGE ENVIRONMENT The crucial question is:HOW THESE CHANGES ARE AFFECTING MANAGERIAL GOALS AND PRACTICES ?

33. Just Flow

34. Do you ever do something where your concentration is so intense, your attention so undivided and wrapped up in what you are doing that you sometimes become unaware of things you normally notice ( for instance, other people talking, loud noise, the passage of time, being hungry or tired, having an appointment, having some physical discomfort)? Do you ever do something where your skills have become so ‘second nature’ that sometimes everything seems to come to you ‘ naturally’ or ‘effortlessly’, and where you feel confident that you will be ready to met any new challenges? MihalyCsikszentmihalyiflowhighly enjoyable moments, when we concentrate on a task, using all our skills, knowing what has to be done. In flow we fell totally involved, lost in a seemingly effortless performance.

35. Do you do something where you feel that the activity is worth doing in itself? In other words, even if there were no other benefits associated with it (for instance, financial reward, improved skills, recognition from others, and so on) you would still do it? Do you ever do something that has provide some unique and very memorable moments - for which you feel extremely lucky and grateful - that has changed your perspective on life (or yourself) in some way? Mihaly Csikszentmihalyiflow

36. Building Flow in Organizations

37. Conditions that make work more flowlike: opportunity to concentrate, and the loss of ego. “Too many of the young people that we get out of business school, their major aim is to say I want to make a million dollars before I’m thirty. They don’t say I wont to do a good job or help to build a company. There is nothing much selfless in them, and they are doomed to failure if there isn’t a selfless quality in their own values.” (J. Irwin Miller)

38. The alternative narration… „Positive Psychology” - do you know such animal?

39. Martin Seligman’s daughter’s statementThe case is based on Positive Psychology: An Introduction byMartin E.P. Seligman and MihalyCsikszentmihalyi(2000): http://www.postivepsychology.org/apintro.htm The personal story explains how professionals arrived at the conviction that a movement toward positive psychology was needed and how this special issue came about. For Martin E. P. Seligman, it began at a moment in time a few months after he had been elected President of the American Psychological Association.

40. The moment took place in my garden... ....while I was weeding with my five-year old daughter, Nikki. I have to confess that even though I write books about children, I'm really not all that good with children. I am goal-oriented and time-urgent and when I'm weeding in the garden, I'm actually trying to get the weeding done. Nikki, however, was throwing weeds into the air, singing, and dancing around. I yelled at her. She walked away came back and...

41. ...and said... “Daddy, I want to talk to you.” “Yes, Nikki?” “Daddy, do you remember before my fifth birthday? From the time I was three to the time I was five, I was a whiner. I whined every day. When I turned five, I decided not to whine anymore. That was the hardest thing I've ever done. And if I can stop whining, you can stop being such a grouch.”

42. This was for me an epiphany, nothing less. I learned something about Nikki, about raising kids, about myself, and a great deal about my profession. What did Seligman discover?

43. Seligman’s epiphany 1. First, I realized that raising Nikki was not about correcting whining. Nikki did that herself. Rather, I realized that raising Nikki is about taking this marvelous strength -- I call it "seeing into the soul," -- amplifying it, nurturing it, helping her to lead her life around it to buffer against her weaknesses and the storms of life. Raising children, I realized, is vastly more than fixing what is wrong with them. It is about identifying and nurturing their strongest qualities, what they own and are best at, and helping them find niches in which they can best live out these strengths.

44. Seligman’s epiphany 2. As for my own life, Nikki hit the nail right on the head. I was a grouch. I had spent fifty years mostly enduring wet weather in my soul, and the last ten years being a nimbus cloud in a household full of sunshine. Any good fortune I had was probably not due to my grumpiness, but in spite of it. In that moment, I resolved to change.

45. Seligman’s epiphany 3. But the broadest implication of Nikki's teaching was about the science and profession of psychology: Before World War 2, psychology had three distinct missions: curing mental illness, making the lives of all people more productive and fulfilling, and identifying and nurturing high talent.(...)

46. Seligman’s epiphany Right after the war, two events -- both economic -- changed the face of psychology: in 1946 the Veteran's Administration was founded, and thousands of psychologists found out that they could make a living treating mental illness. In 1947, the National Institute of Mental Health (which, in spite of its charter, has always been based on the disease model, and should now more appropriately be renamed the National Institute of Mental Illness) was founded, and academics found out that they could get grants if their research was about pathology.

47. “negative” bias in social sciences This arrangement brought many benefits. There have been huge strides in the understanding and therapy for mental illness: at least fourteen disorders, previously intractable, have yielded their secrets to science and can now be either cured or considerably relieved (...). But the downside was that the other two fundamental missions of psychology -- making the lives of all people better and nurturing genius -- were all but forgotten. Practitioners went about treating the mental illness of patients within a disease framework by repairing damage: damaged habits, damaged drives, damaged childhoods, and damaged brains.

48. positive psychology The new century challenges psychology to shift more of its intellectual energy to the study of the positive aspects of human experience. A SCIENCE OF POSITIVE SUBJECTIVE EXPERIENCE, OF POSITIVE INDIVIDUAL TRAITS, AND OF POSITIVE INSTITUTIONS PROMISES TO IMPROVE THE QUALITY OF LIFE AND ALSO TO PREVENT THE VARIOUS PATHOLOGIES THAT ARISE WHEN LIFE IS BARREN AND MEANINGLESS.

49. Renewing Virtue 1. Seligman's team read Aristotle and Plato, Aquinas and Augustine, the Old Testament and the Talmud, Cofucius, Buddha, Lao-Tze, Bushido (the samurai code), the Koran, Benajmin Franklin and the Upanishads. 2. They recognized: „To our surprise, almost every single one of these traditions flung across three thousand years and the entire face of the earth…

50. …endorsed six virtues: • Wisdom and knowledge • Courage • Love and humanity • Justice • Temperance • Spirituality and transcendence”