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Managing People: Human Relationship Style

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Otilia Saorim

on 12 July 2011

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Transcript of Managing People: Human Relationship Style

Managing People Managing Human Relationship Style Cindy Ian Otilia Making Sense of Management Heroic management
From 'being' to 'becoming'
Discourse: Meaning
Self-reflection Knowledge Taylor: scientific management
The end of the machine age
Post industrial: information and knowledge economy
The learning organization
Trust and Control Culture 'Quick fixes': management gurus and ecstasy
Culture: a way to integrate employees emotionally
into the organization
Meaning through symbols, stories, myths, rituals
Salaman: individual and the organization must
become 'enterprising' Doorewaard and Benschop (2003): Liedtka (1999): The Human Resource-based view of the firm Relational Theory of Emotions Key Themes:
- Acknowledge the influences of employees’ emotion on
organizational change

- Suggest a differentiated approach towards the
contribution of HRM to organizational change - Argues that the chance for an organization to obtain and retain sustainable competitive advantage largely depends on the degree of exclusivity found in the employees’ competencies and skills.

- Resource view: people as resource, neglect complexity

- Utilitarian & instrumental approach It derives two important insights on how emotions are intertwined with processes of organizational change:
- Emotions function as implicit subroutines or feeling frames
- And they do so in non-neutral, often hegemonic power processes

Employees’ skills and competencies are intertwined with personal characteristics – e.g. demographic, physical and psychological

People’s authenticity influences their functioning in organizations, such as their ideas, intrinsic values

Emotions play roles of supportive, intervening, steering in the organizational change processes. Our Journey: from Making Sense of Management to Managing Human Relationships “the employees’ commitment, responsibility, entrepreneurship and loyalty seems to be based on the recognition of the employees’ genuine feelings and emotions, such as self-esteem, trust and happiness” (p.282) People are the executors of an organization’s business strategy

People are a source of competitive advantage

People influence an organization’s productivity and performance

People are decisive for a company’s customer satisfaction The Importance of People - HRM practices of empowerment and user participation – evoke strong emotions (e.g. enthusiasm and joy, pride and honor, eagerness) that are indispensable to the success of the organizational change program.

- HRM should cultivate an empathic and respectful approach towards people’s authenticity Contribution to Organizational Change As a HR professional, how would you put this approach – cultivating an empathic and respectful approach towards people’s authenticity - into practice?

Is the argument that “people are the most important asset for an organisation” just rhetoric?

When we think of companies like IDEO, IBM, Scandic, Virgin, Westpac, what readily comes to mind? Discussion: Previously, management themes of organisational behaviour, operations management, corporate strategy and business ethics were fragmented and disparate

Liedtka asserts that they actually converge to provide a view of organisations as communities of practice (COP) built on an underlying ethic of care

Companies now more than ever due to market conditions, globalisation and tighter labour markets are now looking towards a competitive advantage

Through the creation of metacapabilities competitive advantage for COP can be created and sustained

These metacapabilities are learning, collaboration, participative leadership, quality, reengineering and strategic thinking Metacapabilities Competing on capabilities is not a new concept: Stalk, Evans, Shulman note “the essence of strategy is not the structure of a company’s products and markets but the dynamics of its behaviour"

Capabilities are skills and accumulated knowledge both individually and organisationally

Business specific capabilities and the intersection with metacapabilities provide the source of the three conditions of competitive advantage such as value creation, inimitability and adaptability Communities of Practice Are united in both action and in the meaning that that action has, both for themselves and for the larger collective (Lave and Wenger, 1991)

Practical outcomes for customers and learning for members simultaneously

Social interaction rather than individual production

Emphasis on individual learning, organisational purpose and systems outcomes

Challenge becomes preserving, supporting and enriching individuals uniqueness

Organisationally this translates to a shared concern for outcomes for stakeholders and personal development and learning for members (people)

Dialogue is crucial for the how and why and the sense of shared

COP evolve they are not created i.e. not a formal structure they exist in the mind in the connection they have with each other and the broader organisation in which they work Learning Organization Gaining leverage from learning with the organisation involves 5 disciplines:

Systems thinking - the whole system and its interdependencies

Personal mastery - personal vision and growth

Mental models - balancing advocacy and inquiry

Building shared Vision - commonality of purpose

Team learning – collective intelligence through learning Quality Re engeneering Collaboration Strategic Thinking Participative Leadership Begins with intent

Develop capabilities of individual workers

Education and self improvement

Security – lack of fear

Involvement of suppliers rather than arms length

Customer centricity rather than internal operational focus

Empowerment and equal contribution Sometimes called process redesign

Also focuses on customers and processes

Focus on basic work processes rather than departmental or hierarchical boundaries

Consideration is also given to values and beliefs of people

Boundary less organisation?

Critics argue top down management notion Strategic theorists assert strategic thinking should be practiced at every organisational level

An experimental process – creative thinking to design options and critical thinking to test them

Boldness, risk taking and tolerant of mistakes – within reason

Decision making scope at local level and resources to act on opportunities

A courageous and challenge mentality

Consistent discourse and a forum to use it Boundary crossing capability that breaks down formal structures, silos, business units etc

Focus on the broader system rather than its pieces

Underpins the other metacapabilities

Shared understanding of context- perspective

Relationship competencies

Conflict as a learning tool rather than a destructive process The process of maintaining the focus of people rather than through hands on control

Clarity meaning identified through clear values and vision and achieved through continuing dialogue

A community phenomenon linked with mutual purpose and intent to change

A willingness to engage, consult and share and solicit views

A need to put aside self interest, dominance and control Common Themes Shared sense of meaning and purpose from the personal to the organizational rather than an imposition

Each individual is a part of a larger system of value creation

Emphasis on processes rather than structures and boundaries

Development focus at personal and organisational levels

A capacity for dialogue and communication – openness to share , willingness to listen

Local decision making for those with perspective and authority

Commitment and ownership, trust and a relationship focus Creativity Innovation
Kane: work ethic and the crisis of identity
From the quick fix to the deep dive
IDEO: boundaryless enterprise
Interdependency: pool of skills and capabilities Human Resource Style The New Economy The employee's perspective
Work as central experience in people's lives
The flexible firm: core versus casual
Flexible market economy: insecurity Ethics What is ethical or not?
Trust, fairness and care
Organizational politics
HR Manager: guardian or gambler of employeee's wellbeing
Corporate Governance Diversity Acknowledging diversity: we are all different
Men working differently: symbols
'Soft' skills: inner-feminine
Trust Sustainability The market model: take, make, waste
Interactive value creation
Relationship orientation Relationships: Communities of Practice "These Days"

It's coming round again
The slowly creeping hand
Management and its command
Soon enough it comes
and settles in its place
Its shadow in my face
Puts pressure in my day

This life well it's slipping right through my hands
These days turned out nothing like I had planned

It's coming round again
The slowly creeping hand
Management and its demands
It settles in its place
Its shadow in my face
Undignified and lame

This life well it's slipping right through my hands
These days turned out nothing like I had planned
Control well it's slipping right through my hands
These days turned out nothing like I had planned

Soon enough it comes
Soon enough it comes
To tie us down

(Adapted from 'These Days' - Powderfinger) Our Journey:
from Making Sense of Management to Managin Human Relationships People as the competitive advantage
(and emotional beings)
Organizations as communities of practice 'Servicing the employee'
Building partnerships
Soft skills competencies
Managing people for competitive advantage
Role of HR: communicate, train, develop, motivate, involve
SHRM: admin expert, employee champion, change agent, strategic business partner
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