BMA 533 Human Resource Leadership Class 8 Fall

BMA 533: Human Resource Leadership (Class # 8) Fall, 2005

Tonight’s agenda o o o Conclude Theories for Action Human Resource leadership: introduction Case: Semler and Semco

Theories for action o o Espoused theory: the account an individual provides to describe, explain or predict her/his own behavior Theory-in-use: the program (set of decision rules) that would produce an individual’s behavior

Model I Made Simple: Everyone’s Theory-in-Use

Model II (adapted from Argyris and Schön) Core Values Strategies Outcomes Valid information Free, informed choice Internal commitment Combine advocacy & inquiry Public testing Collaborate in designing and managing relationships, processes Double-loop learning

A Human Resource View o o Metaphor: Extended family Leader: servant, catalyst Change strategy: build relationships, listen, educate, be open, empower others Focus: skills, attitudes, teamwork, communications

A Human Resource View o o Metaphor: Extended family Leader: servant, catalyst Change strategy: build relationships, listen, educate, be open, empower others Focus: skills, attitudes, teamwork, communications

Ricardo Semler and Semco S. A. o o o What are the key characteristics of human resource leadership? Which do you see in Semler? What are the keys to Semler’s leadership success? Are Semler’s practices too extreme?

Break