Organizational Development - Human Resource - Lecture Slides, Slides of Human Resource Management

Download Organizational Development - Human Resource - Lecture Slides and more Slides Human Resource Management in PDF only on Docsity! OBHR-E100 Human Resource Management Leadership and Organizational Development Docsity.com Human Resource Development Career Development Programs designed to assist employees in advancing work lives and professional growth Organizational Development Process of facilitating unit or system-wide changes in organizations to improve attitudes, values and productivity Training Programs designed to assist employees acquire better job skills Employee Development Programs designed to optimize utilization of talent Docsity.com HRD: Leadership  Effective Leadership  Trust your subordinates – the only way to maximize their efforts  Develop a vision – know where you are going, show other the benefits  Keep your cool – strong character under fire  Encourage risk – failure cannot threaten subordinates careers  Be an expert – leader must be a source of knowledge and model the way  Encourage the heart – celebrate success  Simplify – communicate in simple, direct, honest language  Situational leadership  Adjust style to match the job and psychological maturity of employees  Transactional leadership – have promise of reward or punishment  Transformational leadership – charismatic, inspirational Docsity.com HRD: Leadership Management Leadership Planning and Budgeting Creating an agenda Detailed steps and deadlines Creating a direction by deed Organizing and Staffing Develops a long term view of Creates structure & assigns roles the future Controlling and Problem solving Motivating and Inspiring Produces predictability and order Produces change, new products Consistently produces key expected results Has potential to make useful change Docsity.com HRD: Organizational Development OD Initiatives  Focus on changing an entire system in comparison to only one or a few components  The most strategic of HR functions  Focus on helping organizations diagnose and solve their own problems  Are more adaptive and less rigid than a formal planning process Docsity.com HRD: Organizational Culture G. Johnson (1988) described a cultural web, identifying a number of elements that can be used to describe or influence Organizational Culture:  The Paradigm: What the organization is about; what it does; its mission; its values.  Control Systems: The processes in place to monitor what is going on.  Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business.  Power Structures: Who makes the decisions, how widely spread is power, and on what is power based?  Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms.  Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary.  Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. Docsity.com HRD: Organizational Culture Edgar Shein from MIT’s Sloan School of Management: Organizational Culture and Leadership (2005) Defined organizational culture as the residue of success. Most difficult organizational attribute to change, outlasts changes to products, services, leadership, etc. Suggests three cognitive levels of organizational culture from the standpoint of the observer:  Level 1: . What is seen felt and heard by someone new. Buildings, furnishings, awards, dress code, how people interact with each other and with outsiders.  Level 2: What is professed by the company. Slogans, missions statements, creeds, and local and personal values that are widely expressed within the organization.  Level 3: Tacit Assumptions, which are the deepest and most fondly held, and hardest to discern or uncover. Unspoken rules often without the conscious knowledge of the membership. Those who are in the know, often won’t speak about it. Docsity.com