LEADING

LEADING IS A MANAGEMENT FUNCTION OF IN

INFLUENCING PEOPLE TO ACT OR NOT ACT IN A
CERTAIN WAY.
LEADERSHIP STYLES
DEGREE OF AUTHORITY RETAINED:
Authoritarian Style
Leader retain a great deal of authority
Democratic Style
Leader allows subordinates to participate in
decision making and problem solving.
Laissez-Faire Style (Leader is sleeping)
Leader is uninvolved and let’s subordinates
direct them.
CHOOSIN LEADER SHIP STYLE
Best style of leader ship depends on the
circumstances.
To identify the most effective style, the
supervisor should consider the characteristics
of the leader, of the subordinates, and of the
situation itself.
COMPETENCIES REQUIRED FOR HR TO BECOME
THE STRATEGIC PARTNER.
 Leadership.
 Knowledge of business.
 Hr Strategic thinking.
 Process Skill.
 Hr Technology.
1. LEADERSHIP
Understanding the nature and styles of
leadership, and display appropriate leadership
characteristics in performance of professional
responsibilities.
Demonstrate leadership at multiple
performance levels.
 Individual team.
 Team.
 Unit or organization.
2. KNOWLEDGE OF THE BUSINESS.
 Understanding corporate business
(Structure, vision and values, goals,
Strategies, financial and performance
characteristics).
 Understanding the unit’s business, including
special knowledge of competitors, products,
technology, and source of competitive
advantage.
 Understanding internal and exernal
customers.
 Understand the environment (external and
internal) of corporation and individual
business.
 Understand:
 Key business Disciplines
 Nature, scope, and HR implications of
business globalization.
 Information technology as it affects
competitiveness and business process.
3. HR STRATEGIC THINKING
o Understand the strategic business
planning process. Understand and be
able to apply a systematic HR planning
process.
o Be able to select, design, and integrate
HR systems of practices to build
organizational mindset, capability, and
competitive advantage for the business.
 o Be able to develop and integrate
business unit HR strategies within
framework of corporate HR strategies.
4. PROCESS SKILLS
All professional should be competent in key
corporate process and understand
management process critical to particular
business units.
Understand key process skills such as
consulting, problem solving, evaluation
/Diagnosis, workshop design, and
facilitation.
Understanding the basic principles,
methodologies, and processes of
organizational change and development.
Facility and manage organizational change.
Balance, integrate, and manage under
conditions of uncertainly and paradox.
5. HR TECHNOLOGY
 All HR professionals should have a
generalist perspective on HR systems
and practices as they relate to
achievement of business competitive
advantage.
 Generalists are capable of designing
integrating, and implementing HR
systems to build Organizational
capability and create business
competitive advantage.
 Specialists are capable of designing
/delivering leading–edge practices to
meet competitive business needs.
 All HR professional are capable of
measuring effectiveness of HR, systems
and practices.
Key hr challenges for today’s Managers:
Environmental
Rapid changes
Internet revolution
Workforce diversity globalization
Legislation
Evolving work and family roles
Skill shortages
Rise of the service sectors
Key HR challenges for Today’s
Managers: Organizational
 Competitive position: cost, Quality,
or distinctive capabilities
 Decentralization
 Downsizing
 Organizational restructuring
 Self managed work teams
 Small business growth
 Technology
 Outsourcing
Key HR Challenges for Today’s
Managers: Cultural
 Basic assumptions and beliefs shared by
members of an organization…..
 Rules, norms
 Behavior s
 Philosophy
 Dominant values
 Feeling of climate
Key HR challenges for Today’s Mangers:
individual
Matching people and organizations
Ethical dilemmas
Social responsibility
Productivity.
Empowerment
Brain drain
Job insecurity
Human resource planning
Purpose: to review human resources
requirement to ensure the following are/will be
in place to meet organizational goals:
The necessary number of employees
The necessary employee skills.
Human resource planning
Planning
Forecast demand
Analyze supply
Plan and implement programs to balance
Supply and demand.
IMPORTANCE OF HR PLANNING
Anticipate and avoid staff shortages/surpluses.
Control/reduce labour costs.
Utilize employee capabilities effectively
Establish employment equity goals/timetables
Achieve goals and objectives
Plan staffing and development activities
Achieve economies in hiring
Make major labour market demands
HOW TO PLAN HUMAN RESOURCES
forecast future needs (demand)
forecast future internal/external candidates
(supply)
Implement plans to balance supply and
demand
Monitor and evaluate results
SUCCESSION PLANNING
ANALYSE DEMAND FOR MANAGERS
/PROFESSIONALS.
AUDIT EXISTING EXECUTIVES, PROJECT FUTRE
SUPPLY
INDIVIDUAL CAREER PLANNING/CAREER
COUNSELING
ACCELERATED PROMOTIONS
PERFORMANCE-RELATED TRAINING AND
DEVEOPMENT
PLANNED STRATEGIC RECRUITMENT