HUMAN RESOURCES MANAGEMNT HUMAN RESOURCES MANAGEMNT
Managerial Skills Managerial Skills
University of Warsaw, Faculty of Management,
IBP
2016’
Tomasz Ochinowski Ph.D Tomasz Ochinowski Ph.D
Associate Professor Associate Professor
• married, three childrenmarried, three children
• head of thehead of the Department of Department of Organizational Sociology Organizational Sociology and Business History
and Business History, , Chair Chair of Managerial Psychology of Managerial Psychology
and Sociology, Faculty and Sociology, Faculty of of Management, University Management, University of of
Warsaw
Warsaw , Poland;, Poland;
• sociall skills trainer and sociall skills trainer and advisor in business;
advisor in business;
• Trainer of the year 2006’ by Trainer of the year 2006’ by Institute for International Institute for International
Research. Poland.
Research. Poland.
My main trainers in
My main trainers in managerial managerial skills skills
Our rules Our rules
Course Grading Course Grading 1. Ongoing
1. Ongoing analysis analysis of selected of selected foreign companies
foreign companies
operating in Poland in terms of operating in Poland in terms of
HRMHRM will count for 40%; will count for 40%;
Cross- cultural groups of 5 persons Cross- cultural groups of 5 persons 3. Questions about Readings 3. Questions about Readings (the (the
same groups presentations, 10 same groups presentations, 10
minutes) will count for 20%
minutes) will count for 20%
2. Oral exam2. Oral exam after course after course completing
completing
(course content and readings) will (course content and readings) will
count for 40 % count for 40 %
Readings
Magala, S. (2005). Cross- Cultural Competence.
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, social capital, and social network analysis: implications for strategic human
resource 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 resource systems: a comparison of locally owned and MNC subsidiaries in Taiwan, Human Resource Management, Vol. 44, No 3, pp. 237-256.
To sum up… from the beginning…
by Daniel J. Boorstin, The Americans. The Democratic Experience and 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.
„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.”
Charles Goodnight the 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
Charles Goodnight Charles Goodnight
(some details) (some details)
• He had lived in Texas since 1845He had lived in Texas since 1845
• 1866 (68) - he agreed with his partner to deliver $ 40 000 worth of 1866 (68) - he agreed with his partner to deliver $ 40 000 worth of Texas Longhorns’ big herd (2000 head of cattle) across 800 miles, Texas Longhorns’ big herd (2000 head of cattle) across 800 miles, from Texas to Wyoming
from Texas to Wyoming [ oxen
[ oxennn bought for $3 or $4 a head in Texas, sold for $35 or $ 40 up bought for $3 or $4 a head in Texas, sold for $35 or $ 40 up North]
North]
• Goodnight was trailing cattle north by the thousands and achieved Goodnight was trailing cattle north by the thousands and achieved fame and fortune.
fame and fortune.
After about 10 -20 years…
barbed wire RANCHES
• In 1877 he with John Adair build JA Ranch (soon In 1877 he with John Adair build JA Ranch (soon
counted one hundred thousand cattle and million acres) counted one hundred thousand cattle and million acres)
• He founded the first cattlemen’s association to fight He founded the first cattlemen’s association to fight cattle thieves in the region; developed new equipment cattle thieves in the region; developed new equipment for the drive ant the ranch; improved cattle breeds by for the drive ant the ranch; improved cattle breeds by crossing
crossing
• After the death of his first wife, to whom he had been After the death of his first wife, to whom he had been married for 55 years, he remarried at the age of 91 and married for 55 years, he remarried at the age of 91 and had his first child !
had his first child !
Secrets of Goodnight’s „Success ?
„(...) The cattle, of course, moved on their
own legs, but the vehicle that carried them was the
organized
drive”
clear rules 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”]
virtual communication
„Communication on the trial (…) was by hand signals, mostly borrowed from the Plains
Indians”
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]
risk strategy
procedures for stampede
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]
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”
special responsibility of top managers
„ „ (...)The foremen and owner (…) (...)The foremen and owner (…) were responsible for the lives of were responsible for the lives of their men, not only against Indians their men, not only against Indians so far as possible, but
so far as possible, but against each against each other in all cases.”
other in all cases.”
Current HRM Current HRM
questions
questions
Fundamentals of HRM by D.A. Decenzo 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
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)
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.
Human Resources Management Fundamentals of HRM
Why the HRM is important?
Especially HRM is responsible for - getting competent people,
- training them,
- getting to perform higher results,
- maintaining affiliation of people with the organization.
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.
Fundamentals of HRM
Environmental influences affecting HRM - dynamic changes in environment
- government legislation - labour unions
- ideas of management (Taylor, Elton Mayo – Hawthorne
experiments)
HRM HRM
in a Dynamic in a Dynamic Environment Environment
still
still by D.A. Decenzo by D.A. Decenzo
with the interpretation of Monika Kordowska
with the interpretation of Monika Kordowska
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
Multicultural / multinational / multilingual environment
RACE
Flexibility & Availability – highly important for managers working in multicultural environment
HRM must develop mechanisms that will help multicultural individuals work together & build teams
GLOBAL VILLAGE – MOBILITY!
POLITICS RELIGION LAW CUSTOMS & HABITS
WORK – FORCE DIVERSITY
• 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
Nowadays Nowadays
CORE WORKERS
CONTINGENCY WORKERS
full time employment
provide essential job tasks
take advantage of full social benefits
hired for shorter period of time
sell their services to the organization
perform specific tasks, sometimes require special job skills
CHANGING SKILLS REQUIREMENTS
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 challenges
The crucial question is:
HOW THESE CHANGES ARE AFFECTING MANAGERIAL GOALS AND PRACTICES ?
GLOBAL VILLAGE ENVIRONMENT
Just Flow
Mihaly Csikszentmihalyi flow
h
ighly 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.
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?
Mihaly Csikszentmihalyi flow
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?
Building Flow in Organizations
Conditions that make work more flow like: 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)
The alternative narration…
„Positive Psychology”
- do you know such
animal?
Martin Seligman’s daughter’s statement Martin Seligman’s daughter’s statement
The case is based on Positive Psychology: An Introduction by Martin E.P. Seligman and Mihaly Csikszentmihalyi(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.
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...
...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.”
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?
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.
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.
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.(...)
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.
“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.
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.
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…
…endorsed six virtues:
Wisdom and knowledge
Courage
Love and humanity
Justice
Temperance
Spirituality and transcendence”
What are your highest personal strengths?
(by M.E.P. Seligman)
Twenty- four personal strengths
Wisdom and knowledge 1. Curiosity
2. Love of learning 3. Judgment
4. Ingenuity
5. Social intelligence
6. Perspective
Twenty- four personal strengths
Courage 7. Valor
8. Perseverance
9. Integrity
Twenty- four personal strengths
Love and humanity 10.Kindness
11.Loving
Twenty- four personal strengths
Justice:
12.Citizenship
13.Fairness
14. Leadership
Twenty- four personal strengths
Temperance:
15.Self- control 16.Prudence
17.Humility
Spirituality and transcendence:
18.Appreciation of beauty 19.Gratitude
20.Hope 21.Spirituality 22.Forgiveness
23.Humor 24.Zest
Twenty- four personal strengths
Would you like to get to know you personal Would you like to get to know you personal
strengths???
strengths???
The test below is twenty- five minute exercise rank orders your strengths from
top to bottom
CURIOSITY/ INTEREST IN THE WORLD
1. The statement: ‘I am always curious about the world’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘I am easily bored’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
LOVE OF LEARNING
1. The statement ‘I am thrilled when I learn something new’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I never go out of my way to visit museums or other educational sites’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
JUDGEMENT/ CRITICAL THINKING/ OPEN- MINDEDNESS
1. The statement ‘When the topic calls for it, I can be a highly rational thinker’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I tend to make snap judgments’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
INGENUITY/ ORGINALITY/ PRATCICAL INTELLIGENCE/ STREET SMARTS
1. The statement ‘I like to think of new ways to do things’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ Most of my friends are more imaginative than I am’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
PERESPECTIVE
1. The statement ‘I am always able to look at things and see the big picture’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ Others rarely come to me for advice’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
VALOR AND BRAVERY
1. The statement ‘I have taken frequent stands in the face of strong oppositions’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ Pain and disappointment often get the better of me’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
PERSEVERENCE/ INDUSTRY/ DILIGENCE
1. The statement ‘I always finish what I start’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I get sidetracked when I work’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
INTEGRITY/ GENINENESS/ HONESTY
1. The statement ‘I always keep my promises’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ My friends never tell me I am down to earth’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
KINDNESS AND GENROSITY
1. The statement ‘I have voluntarily helped a neighbor in the last month’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I am rarely as excited about the good fortune of others as I m about my own’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
LOVING AND ALLOWING ONESELF TO BE LOVED
1. The statement ‘There re people in my life who care as much about my feelings and well- being as they do about their own’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I have trouble accepting love from others’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
CITIZENSHIP/ DUTY/ TEAMWORK/ LOYALTY
1. The statement ‘I work at my best when I am in a group’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I hesitate to sacrifice my self- interest for the benefit of groups I am in’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
FAIRNESS AND EQUITY
1. The statement ‘I treat all people equally regardless of who they might be’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ If I do not like someone, it is difficult for me to treat him or her fairly’
is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
LEADERSHIP
1. The statement ‘I can always get people to do things together without nagging them’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I am not very good at planning group activities’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
SELF- CONTROL
1. The statement ‘I control my emotions’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I can rarely stay on a diet’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
PRUDENCE/ DISCRETION/ CAUTION
1. The statement ‘I avoid activities that are physically dangerous’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I sometimes make poor choice in friendships and relationships’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
HUMILITY AND MODESTY
1. The statement ‘I change the subject when people pay me compliments’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I often talk about my accomplishments’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
APRECIATION OF BEAUTY AND EXCELLENCE
1. The statement ‘In the last month, I have been thrilled by excellence in music, art., drama, film, sport, science, mathematic’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I have not created anything of beauty in the last year’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
GRATITUDE
1. The statement ‘I always say thank you, even for little thing’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I rarely stop and count my blessings’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
HOPE/ OPTIMISM/ FUTURE- MINDEDNESS
1. The statement ‘I always look on the bright side’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I rarely have a well- thought- out plan for what I want to do’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
SPIRITUALITY/ SENSE OF PURPOSE/
FAITH/RELIGIOUSNESS
1. The statement ‘My life has a strong purpose’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I do not have a calling in life’ is
Very much like me
1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
FORGIVENESS AND MERCY
1. The statement ‘I always let bygones be bygones’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I always try to get even’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
PLAYFULNESS AND HUMOR
1. The statement ‘I always mix work and play as much as possible’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I rarely say funny things’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
ZEST/ PASSION/ ENTHUSIASM
1. The statement ‘I throw myself into everything what I do’ is
Very much like me 5
Like me 4
Neutral 3
Unlike me 2
very much unlike me 1
2. ‘ I mope a lot’ is
Very much like me 1
Like me 2
Neutral 3
Unlike me 4
very much unlike me 5
Conclusion
„The details differ, of course(…) but the
commonality is real and, to those of us raised as ethical relativists, pretty remarkable. This
unpacks to meaning of the claim that human
beings are moral animals”.
The strengths of character
- the routes, by which we achieve the virtues-
To qualify as signature strength, a strength must meet the following criteria:
(after @Mary Ann Copson)
• A sense of ownership and authenticity ("This is the real me")
• A feeling of excitement while displaying it, particularly at first
• A rapid learning curve as the strength is first practiced
• Continuous learning of new ways to enact the strength
• A sense of yearning to find new ways to use it
• A feeling of inevitability in using the strength ("Try and stop me")
• Invigoration rather than exhaustion while using the strengths
• The creation and pursuit of personal projects that revolve around it
• Joy, zest, enthusiasm, even ecstasy while using it (Seligman,
2002a, p.160)
Seligman’ recipe for more flow at work
„Identify your signature strengths
Choose work that lets you see them every day
Recraft your present work to use your signature
strengths more”
Strengths- based HRM policy
„If you are employer, choose employees whose signature strengths mesh with the work they will do.
If you are a manager, make room to allow
employees to recraft work within bounds of your
goals”
and, so
Have flow as often as possible
Indicate how much you are like A, B or C.
WORK AND PERSONAL SATISFECTION
A Job…
Ms. A works primarily to earn enough money to support her life outside of her job. If she was financially secure, she would no longer continue with her current line of
work, but would really rather do something else instead.
Ms. A’s job is basically a necessity of life, a lot like
breathing or sleeping. She often wishes the time would pass more quickly at work. She greatly anticipates
weekends and vacations. If Ms. A lived her life over
again, she probably would not go into the same line of
work. She would not encourage her friends and children
to enter her line of work. Ms. A is very eager to retire.
A Career…
Ms. B basically enjoys her work, but does not expect to be in her current job five years from now. Instead, she plans to move on to a better, higher-level job. She has several goals for her future pertaining to the positions she would
eventually like to hold. Sometimes her work
seems like a waste of time, but she knows she must do sufficiently well in her current position in order to move on. Ms. B can't wait to get a
promotion. For her, a promotion means
recognition of her good work, and is a sign of
her success in competition with her coworkers.
A Calling…
Ms. C's work is one of the most important parts of her life. She is very pleased that she is in this line of work.
Because what she does for a living is a vital part of who she is, it is one of the first things she tells people about herself. She tends to take her work home with her, and on vacations, too. The majority of her friends are from her place of employment, and she belongs to several organizations and clubs pertaining to her work. Ms. C feels good about her work because she loves it, and because she thinks it makes the world a better place.
She would encourage her friends and children to enter
her line of work. Ms. C would be pretty upset if she were
forced to stop working, and she is not particularly looking
forward to retirement.
SO…
What do you thing about your job…
- Job is a job…
- Job means career
- Job is my calling
Look who’s talking
“I was, and I am, a strong believer that one of the most
satisfying things in life is to create a highly moral and ethical environment in which
every individuals is allowed and encouraged to realize
that God-given potential”
Ethic slogans as disguise
“Bookstores are full of volumes containing very good advice about how to be effective
manager or successful leader. Often such books will instruct a reader to model his or
her behavior on the cynical wisdom of
Machiavelli, (...) or the ruthlessness of Attila the Hun as a way to achieve power and
plunder.”
Good Work and Good Business
How workers and leaders who have impressed their
peers for both their business success
business success and their commitment to commitment to boarder social goals
boarder social goals go about their jobs ?
What ambitions motivate them ?
What kind of organizations they try to develop in pursuit of those ideas ?
Good Good
Work Business
Howard Gardner Mihaly Csikszentmihalyi
William Damon
good workers people, who
(1) are skilled in one or
more professional realms and
(2) are thoughtful about their responsibilities and the implications of their work.
Mihaly Csikszentmihalyi
leaders who do good business try to create ethical environments in which individuals could realize
their potentials.
Good workers
are concerned to act in a responsible fashion with respect toward their
® personal goals
® their family, friends, peers and colleagues
® their mission or sense of calling
® the institutions with which they are affiliated
® the wider world (people they do not know, those who will come afterwards, and in the grandest sense, to the planet
or to God)
Ray Suarez
a broadcast journalist
Having discovered a love of writing during high school, he had works as a radio and television reporter both in the United States and abroad.
Beginning in the mid-1980s he had a seven
year stint in commercial news with Channel 5,
an NBC affiliate in Chicago
In 1993 he encountered the dilemma that made him consider quitting the profession entirely
„When video games started to become hot, a
family sued the major makers of video games
in the United States for some unbelievable
amount of money….because their kids would
get seizures. And about half-way into reporting
the story’ I realized that we were talking about
one-tenth of one- hundredth of one-thousandth
of the kids who plays video games. But TV has
a tendency to play everything like, ‘Here’s a
possible danger of video games’”
He sadly summed up the battle with the executive of the station
„And that fight went on for a long time, in TV terms, like an hour or an hour and half. I lost”
„His heart told him to get out of this line of work, while his bank balance told him to
swallow his pride and his assigned job. His head, where he had to sort out the
alternatives and make a decision, was
swirling.”
after after
Suarez was a senior correspondent for the Public Broadcasting Service’s News Hour.
He has been an innovator, much honored within
the profession and widely respected among
the listening public.
Good work in difficult times (ethical dilemmas)
@ Mission of the profession
Why should society reward the kind of work that I do with status and certain privileges?
@ Standards (“best practices”)
Which workers in the profession best realize the calling and why?
@ Identity: central element - what lines I will not
cross and why ?
the „mirror test”
The image comes from a German ambassador in
London who, as a part of a celebration he had to
host in honor of Britain’s King Edward VII, was
asked to provide a bevy of prostitutes. The
diplomat felt that he could not to this and instead
resigned his position.
Asked why, he responded
„I refused to see a pimp in the mirror in the morning when I shave”
(after P. F.Drucker, Management Challenges for the
Twenty-first Century)
„What would it be like to live in a world
If everyone were to behave in the way I
have?”
The principles of Good Business
* a powerful vision beyond the self -to do one’s best
-to help people
-to build a better world
The principles of Good Business
* Special principles of organizational
behavior
-
the importance of trust, which is brought about by respect -an organization is concerned with the personal growth of its members-providing opportunities for flow in the workplace
The principles of Good Business
* a product that helps
humankind
Lets have some entertainments
‘Scent of a woman’ by Martin Brest
Rhetoric
as a basic HRM
skill
What is rhetoric?
(Deirdre McCloskey)
By "rhetoric" is not meant a verbal shell By "rhetoric" is not meant a verbal shell
game, as in "empty rhetoric" or "mere game, as in "empty rhetoric" or "mere
rhetoric"
rhetoric"
(although form is not trivial, either: disdain (although form is not trivial, either: disdain
for the form of words is evidence of a mind for the form of words is evidence of a mind
closed to the varieties of argument).
closed to the varieties of argument).
persuasive orientations Logos
“Logos originally occurs in philosophy, metaphysics, rhetoric, and even religion, referring to the logical, rational, evidential underpinning of a speaker’s argument. (…) it is the logical and reasonable substance that should be the major part of a communicator’s presentation. Logos involves determining the status of a case; ascertaining the facts; testing the evidence as well as constructing arguments. Logos exercises a tremendous influence on western thinking including today’s business communication.”
Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 92.
persuasive orientations Ethos
“Fundamentally ethos can mean the believability of the speaker, the credibility which the speaker brings to the speech situation. The speaker has to create his own credibility; he has to maintain a moral linkage between himself and his content, and should be considered a man of good character.”
Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 92.
persuasive orientations Pathos
“Pathos as an artistic proof focuses on using the emotions as a supplement to a speaker’s other means of persuasion. This process was simply searching out content exterior to the speaker and arouse emotional feelings in the message receiver.”
Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 93.
Leadership communications Leadership communications
(J. Baldoni) (J. Baldoni)
Leadership communications consists of those messages from a leader that are rooted in the values and culture of an organization and are of significant importance to key stakeholders, e.g., employees, customers, strategic partners,
shareholders, and the media. These messages affect the vision, mission, and transformation of an organization. The chief intention of a
leadership message is to build trust between the
leader and her or his constituency
In its simplest form, leadership communication is communication that
flows from the leadership perspective. It is
grounded in the character of the leader as well as the values of the organization. It is an
expression of culture as well as an indicator of the climate, e.g., openness, integrity, and
honesty.
Traits of leadership communications reflect
• Significance. Messages are about big issues that reflect the present and future of the organization (e.g., people, performance, products, and ser vices).
• Values. Messages reflect vision, mission, and culture.
• Consistency. Messages exemplify stated values and behaviors.
• Cadence. Messages occur with regularity and
frequency.
PURPOSE
OF LEADERSHIP COMMUNICATIOS
1. Affirm organizational vision and mission.
2. Drive transformational initiatives, e.g., changes!
3. Issue a call to action.
4. Reinforce organizational capability
5. Create an environment in which motivation can occur
6. Promote a product or service (and affirm its
link to the organization’s vision, mission, and
values).
The basic ( and no so easy) steps of effective listening in business
by Michael S. Hanna and Gerald L. Wilson ( with modifications)
1. Work hard at listening. Avoiding distractions is hard work. Do not think about your answer.
Concentrate on what is being said.
2. Paraphrase the content and the feeling
=
*reflect in your own words what the speaker seems to mean by his words and behavior,
*ask him whether you are right,
*calibrate his reaction.
Pharaprase = active listening
“Paraphrasing is not parroting but putting what you have heard into your own words.
When you do this, the speaker hears your interpretation of what was said and can correct your understanding if it seems
faulty. Thus by paraphrasing you’ll know if you understand.
You can continue if you do;
you can be corrected if you don’t.”
M. S. Hanna and G. L. Wilson
Does the paraphrasing seem artificial ?
Sometimes...
Yes....
How to avoid it ?
• Practice, practice and practice. Professionals think that the artificial sound of the talk will disappear if you practice its use.
• Do not use the same words every time. Not only:
“What I hear you saying is...”, but also - for example -: “I want to feed back what you’ve said...”.
• Remember: “Paraphrasing everything the other person
says would drive anybody mad”.
Benefits to paraphrasing
When ? Why?
• the information being given is particularly important to you or the
organization;
• is complex or involves several steps;
• involves a problem and the persons come to you
for help;
• involves deep emotions
*The speaker feels good about himself when he finds that someone is interested in what he has to say.
*The speaker believes that the other person cares about him because he or she has taken the time to listen.
*The speaker feels more confident that the listener will be able to do the task and has more cofindence in that person’s willingness to do the task.
*The speaker assumes that the
listener is a person of good will and understands the task.
The main benefit
ALL THESE THIGS STRENGTHEN
SPEAKER -
LISTENER
RELATIONSIPS
The basic ( and no so easy) steps of effective listening in business
by Michael S. Hanna and Gerald L. Wilson
Check out your inferences. Checking will allow confirmation and denial.
Empathize. Emphaty helps you understand the speaker’s view.
Work on remembering. Note taking, association, review help memory. Practice and
understanding will bring improvement.
Some practical suggestions for the effective nonverbal communication
by Leslie W. Rue and Lloyd L. Byars
# Know the most frequent methods of nonverbal communication that you use. Repetitive of nonverbal
communication can be very distracting. The best method of learning this is through feedback from
friends and peers.
# Remember that your personal appearance communicates messages to employees.
# Do not artificially use nonverbal communication. Hand movements that do not coincide with your
expression are distracting.
A small case
All the participants are asked to divide themselves into three groups. You have five minutes to
prepare a small presentation about negotiator’s features.
• The first group: point some characteristics of unskilled negotiator
• The second group: point some characteristics of skilled negotiator
• The third group: point some characteristics of
overused skill negotiator
WHY LAWYERS ARE UNHAPPY?
Martin E. P. Seligman
• (a) pessimism
• (b) low decision latitude,
• (c) the “zero-sum game” nature of the job.
Have you ever heard someone say....?
“No matter how hard I study I’ll never pass this course”
“I’ll never learn to do this, regardless of how much I practice”
“You can’t fight city hall”
Martin E. P. Seligman’s work
from Learned Helplessness to Learned Optimism
• Learned Helplessness = the belief :
-that one’s actions are
ineffective and have little to do with the outcome;
-that one’s actions bear no relation to rewards and punishments received;
-that one has no control of
the environment.
Learned Helplessness
Results:
• social passivity
• depression (often ends in suicide )
- the plague of our times?
******
1994-1989
Central and East Europe - “
learned helplessness
massive training” in politics and economy?
Reasons:
• life experiences, especially childhood
but
“being made helpless by some experience was not enough”
• the way people explain life event ( explanatory style) is very important to the
development of learned helplessness
Explanatory style
Person's explanatory style of the causes of good
and bad life events 3 dimensions
The Internal versus The External
The Stable versus The Unstable
The Global versus The
Specific
Optimists
(immunity from learned helplessness)
they perceive
the causes of good events
as internal (tobe related to something about their own personal
characteristics) rather than external (outside,
environmental forces); stable (enduring) rather than unstable
(just temporary) and global (universal, cutting among many
situations) rather than specific (in just one sphere of life)
they perceive
the causes of bad events
as external(outside, environmental forces) rather than internal (to be
related to something about their own personal
characteristics); unstable (just temporary)rather than stable (enduring) and specific (in just one sphere of life) rather than global (universal, cutting among many situations).
Pessimists
(their explanatory style makes them vulnerable, so that experiences led to depression)
they perceive
the causes of good events
as external (outside, environmental forces) rather than internal (to berelated to something about their own personal
characteristics); unstable (just temporary) rather than stable (enduring) and specific (in just one sphere of life) rather than global (universal, cutting among many situations).
they perceive
the causes of bad events
as internal (to be related to something about their own personalcharacteristics) rather than external (outside,
environmental forces); stable (enduring) rather than unstable (just temporary) and global (universal, cutting among many
situations) rather than specific (in just one sphere of life).
