HRE 3723 Lecture : HRE 3723 Video Notes

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azuremammoth471

15 Mar 2019

School

LSU

Department

Human Resource Education

Course

HRE 3723

Professor

All

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HRE 3723 Video Notes

Week 2: Ch. 1

Video 1: Qualities of Leadership – Inspirational Leadership Quotes

• If your actions inspire others to dream more, learn more, do more and become more you are a

leader

• Example is leadership

• Leadership is action, not position

• Authority is a poor substitute for leadership

• Honor people and they will honor you

• Never tell people how to do things. Tell them what to do and they will surprise you with their

ingenuity

• Never discourage anyone who continually makes progress, no matter how slow

• Many people would rather you heard their story than granted their request

• Real leaders are ordinary people with extraordinary determination

• Leaders don’t force people to follow, they invite them on a journey

• A leader is someone who believes in you and gets you to believe in yourself

• Leaders consider the past, evaluate the present and create the future

• We are what we repeatedly do

Video 2: Shared Leadership in Teams

• Paul Tesluk – traditional theories of leadership fall one in the same

• Influence in a team requires setting direction and knowing how to solve a complex problem but

utilizing many resources

• Teams that are effectively able to lead themselves by sharing influence and working dynamically

are able to be more adaptive and responsible

• It is critical that a manager thinks about whom they are putting on the team, how they on board

them, and the types of training they provide

• Shared leadership is key

• Small business have the advantage to work in teams

Video 3: The Perils of Confusing Management and Leadership

• Management is about a set of processes that make something function. Planning, budgeting,

staffing and controls

• Leadership (inspiring, empowerment, motivation) tends to be more at the heart of creating or

changing something. Take a group and getting them to behave in new and better ways for better

outcomes

• People need to be able to manage and provide leadership

Video 4: Pat Summit – America’s Best Leaders 2007

• Losing is a blueprint for showing how you can get better

Video 5: Nelson Mandela

• Must be respected to move forward

• Be humble

• Take conflict head on in order to move past the issues

• Transformation is key

Video 6-10: Values-Based Leadership

• Most important thing you can learn is your own leadership – know your values

• Understand where your beliefs come from – family, culture, institution

• People like to work for predictable leaders – they like to know what’s important to that leader

• Leadership is storytelling – be more deliberate about what you want/need

• 10 leadership beliefs

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o Living a life driven by a purpose is more meaningful than just going through life (did you

accomplish what you set out to accomplish?) find your purpose in life

o Catch people doing right and turn success into a contagious feeling. Don’t just focus on the

bad but also the good

o Putting people in the right jobs. If you like what you do you’ll have a stronger tie

o Character is the most important trait – putting the needs of others above you. Leaders

ambition needs to be placed on the organization. Taking personal responsibility.

o No excuses

o Choose the harder right

o Diversity is key to innovation

o Get to know the ones working around you in order to know how they want to be treated.

o Treat other people the way they want to be treated

o Rather than blaming others, you are always responsible.

o Recognize that some people wont make it and be committed to them

o Organizations must renew themselves. Keeping values and morals the same while

continuing to produce better productivity.

o Have the ability to keep on learning

o Recruiting is important to find the leaders of the future

o True test to the performance of a good leader is what happens when you are not there

Video 11: The Biggest Mistake a Leader Can Make

• Significant mistakes that most leaders make is putting their interest above the interest of the

organizations they run

• Leadership is about responsibility.

• Betraying trust: if you break that then nothing can work.

• Being certain: things are always changing. When you think you know you don’t pay attention

anymore.

• Not to live up to their values

• Getting caught up on the pursuit of the purpose: moves to being a passion to being an obsession.

Causes vulnerability

• Arrogance: confusing successes of enterprise with the individual’s persona. Increases changes of

mistakes

• Acting too fast: executing before investigating the issue. Best thing they can do is take a step back

with their team, think and talk about the situation and strategies before acting.

• Making it all about the leader: it has to be about something bigger than yourself.

• Not being yourself, not being authentic

• Worst take a leader can have is not being self-reflective: constantly review your behavior and see

how you can better yourself for the organization

• Not being aware with how you affect the ones around you.

Week 3: Ch. 2

Video 1: 7 Essential Qualities

• 1 Great leaders have a clear vision. They can see the future and are good at strategic planning.

Great leaders tap into the emotions of their employees

• 2 Courage: can take risks in their goals. This is the most outwardly identifier of a good leader.

• 3 Integrity: honestly in everything you do. Truthfulness to all people in every situation.

Foundation for the trust quality

• 4 Humility. Strong and decisive but humble. Self-awareness to recognize others without being

threated. Giving quality where it s due and admitting when you are wrong

• 5 Strategic planning. Can look ahead and anticipate trends in their organization. Know where it

can go.

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• 6 Focusing on the needs of the company and the strengths of the company. Knowing where and

when to call the shots. Focusing on the results past and present of the organization.

• 7 Accepting responsibly for results and dare to go forward.

Video 2: Level 5 Good to Great

• Focusing attention on company verses leader

• Charisma can only get you so far

• Level 5 Leadership chart: The five is ambiguous. For the cause, company, work and not

him/herself. They have the will to do whatever is necessary to make good on the ambition for that

cause. Most of the level 5’s are in the background but w/out them a lot would not be possible.

Video 3: Leadership Traits and Behaviors Part 1

• Leadership is the process of leading and influencing. Getting something done and making

distinctions that affect human beings. Getting others to do things.

• Learn the role of leadership through reflection. Others who came before and self-reflection

• Great Man Theory: leaders and followers are fundamentally different from one another. They

were absolute qualities that a leader must possess in order to be a leader. Evidence suggests that

having a certain set of qualities doesn’t insure being a leader.

• Personality Theory: how we evaluate someone else and how we may react to their behavior.

• Trait Theory: reoccurring trends in a person’s behavior. Maintains that we act in certain ways

based on the strengths of the traits that we posses. Traits behavior more in weak situations.

Strong situations are those governed by conduct and rules. Things you are aware of and you can

temper your traits to the situation at hand. Traits underlie how someone will act

• Leadership has many different meanings.

• It is important to learn people’s patterns of behavior.

• Ohio State Studies (structures and consideration): How people felt about their leaders and acted

towards them

• University of Michigan studies (goal emphasis and support): leadership behavior in small groups

• Task behavior (how a person gets things done facilitates action towards goal completion) and

relationship behavior (how leaders help followers feel comfortable in a situation and tasks at

hand) were both captured in both studies

• The Leadership Grid: there is a difference b/t a concern for people and a concern for production. 5

different styles of leadership

o Authority compliance leadership: heavy emphasis on task and job requirements and less on

people relationship. High on concern for production and low on people. People are

regarded as resources

o Country club leadership: deemphasizes production and heavy emphasis on attitudes and

feelings of other people. Leaders try to be agreeable and egger to help as well as avoiding

conflict. High concern for people and low concern for production

o Impoverished management: low concern for people and production. Indifferent style of

leadership

o Middle of the row leadership: mediocre concern for people and production. Leadership

must find balance for production and concern of the people.

o Team management: high concern for people and high concern for production. High

emphasis on task and people, promotes a high degree of performance from others. Satisfies

basic needs for people as well as making sure there is participation from employees,

determination, priorities maintained, getting things done. MOST EFFECTIVE FORM OF

LEADERSHIP

• Building blocks of leadership: personality traits are hard to change, because people are heart wired.

• Five factor and Hogan dimensions: traits don’t predict but there is a relationship. Relation and

causality is not the same thing. This does not predict behavior in the long run.

Video 4: The Great Man Theory

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Document Summary

Video 1: qualities of leadership inspirational leadership quotes. Video 2: shared leadership in teams: leaders don"t force people to follow, they invite them on a journey, paul tesluk traditional theories of leadership fall one in the same. Video 3: the perils of confusing management and leadership: management is about a set of processes that make something function. Planning, budgeting, staffing and controls: leadership (inspiring, empowerment, motivation) tends to be more at the heart of creating or changing something. Take a group and getting them to behave in new and better ways for better outcomes: people need to be able to manage and provide leadership. Video 4: pat summit america"s best leaders 2007. Video 5: nelson mandela: losing is a blueprint for showing how you can get better, must be respected to move forward, be humble, take conflict head on in order to move past the issues, transformation is key. Don"t just focus on the: putting people in the right jobs.

Related Questions

View the video transcript below and share your thoughts on the economic concepts that you believe are applicable.

Question# 1. Provide a rationale on whether or not a firm has to possess market power in order to raise prices.

How to Raise Prices Without Losing Customers

JJ RAMBERG, anchor:

With gas prices soaring and the economy tightening, you may think itâs not possible to charge your customers more. But, it turns out you can successfully raise prices without driving those customers away. Bob Prosen runs the consulting company, Prosen Center for Business. Heâs helped business leaders rapidly increase performance, productivity and profits, and heâs also author of the book, âKiss Theory Goodbye: Five Proven Ways to Get Extraordinary Results in Any Company.â Bob, welcome.

Mr. BOB PROSEN: Thank you.

RAMBERG: So, if youâre going to raise prices on your customers, one of the things you say is donât surprise them. So, how do you give them warning?

Mr. PROSEN: Well, our customers are very important to us, lets not surprise them. Letâs let them know in advance that prices will increase. But, itâs important to explain to them in their language as to why prices are increasing. For instance, if its fuel surcharges, theyâll understand that. But its important we put it in their language so that they, in turn, can pass that along and plan for it in their own business.

RAMBERG: So, a lot of times when people are paying more, they expect to get more. So, you should communicate increased value I assume. But is saying, um--gas prices are going up for me, is that uh--the same as saying, youâre going to get more for your money?

Mr. PROSEN: No, definitely itâs not. In fact, the equation for value is benefits plus price. So, if prices are going to go up we have to have increased benefits for our customers. So, we can do things like under promise and over deliver. Give them a little bit more. Understand their customerâs customer. So that when we provide our services to them, theyâre customized for our customers. They see more value, we understand their business, and therefore theyâll be more appreciative of what we do and less sensitive to price increases.

RAMBERG: That seems to--to follow into your next point, or go right into your next point, which is, track the quality of your products.

Mr. PROSEN: This is absolutely critical, and we can track the quality of our products many ways. Customers call us, complaints, warranty, rework. If weâll deal with that, capture that, and inside of âKiss Theory Goodbyeâ I teach business people how to reduce these problem occurrences and increase the quality of their product. You do it for two reasons: One, customers like us a lot more when things work the way theyâre supposed to; and our cost structure goes down therefore maybe we donât have to increase our prices as much and we can be more competitive.

RAMBERG: And then, also, relationships matter.

Mr. PROSEN: Oh thisâ¦

RAMBERG: So, if you have a good relationship, you can do more within that relationship.

Mr. PROSEN: Oh, definitely. People like to do business with people they like. So, lets make sure we stay in touch with our clients. Customize what we touch them with. You know, for instance, when I travel and I deal with business people, I always carry thank you notes in my briefcase. When Iâm finished, I send them a note. Itâs a rarity these days to even get a thank you note.

RAMBERG: Yeah, it absolutely is. So, about how much can you raise prices by? Can you suddenly figure out that your costs are gone up so much because of energy prices, or food prices, or gas prices, whatever it is, um--and raise it by 50%? Should you do it incrementally? Should you do it all at once? How does it work?

Mr. PROSEN: Yeah, thatâs a great question. It depends on what industry youâre in. It depends on what you customers are doing. It depends on a number of things that determine how much, and when, and the frequency of our ability to raise prices. Therefore, what I always recommend to business leaders is work on your cost structure; make sure youâre efficient and effective. Keep your costs as low as you can. Therefore, you can be more competitive on your pricing. Sometimes, you have to pass along the price. Other times, try to absorb what you can through improved efficiencies.

RAMBERG: Should you be looking at your competitors and how much theyâre charging?

Mr. PROSEN: Yes, you should absolutely be looking at your competitors. We always want to know what theyâre charging. And by the way, we want to differentiate our products and services from our competitors. And, if we can prove a higher value by dealing with us versus our competitor we should be able to articulate that, and we do it based on facts because we know whatâs going on in the industry.

RAMBERG: Alright, Bob I know a lot of people are thinking about raising prices so thanks for giving them some tips on how to actually do it.

Mr. PROSEN: My pleasure.

View the video transcript below and share your thoughts on the economic concepts that you believe are applicable.

Question# 1. Why does a firm have to posses market power in order to raise prices.

How to Raise Prices Without Losing Customers

JJ RAMBERG, anchor:

Mr. BOB PROSEN: Thank you. RAMBERG: So, if youâre going to raise prices on your customers, one of the things you say is donât surprise them. So, how do you give them warning?

RAMBERG: That seems to--to follow into your next point, or go right into your next point, which is, track the quality of your products.

RAMBERG: And then, also, relationships matter.

Mr. PROSEN: Oh thisâ¦

RAMBERG: So, if you have a good relationship, you can do more within that relationship.

RAMBERG: Should you be looking at your competitors and how much theyâre charging?

RAMBERG: Alright, Bob I know a lot of people are thinking about raising prices so thanks for giving them some tips on how to actually do it.

Mr. PROSEN: My pleasure.

Read the article below and write a brief (1-2 paragraph) summary. This assignment should be approximately 250 words . Complete this assignment as a Word document.

Time to Scrap Performance Appraisals

Times have changed. More and more companies have decided to radically change (read âscrapâ or âre-engineerâ) their performance appraisal process.

Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and dramatically change the annual appraisal process.

Our research shows that this is a strong and positive trend.

Why the process must change.

Why do companies have annual reviews in the first place? They are an artifact from traditional top-down organizations where we had to âweed outâ the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.

Coupled with the performance rating is the âpotentialâ rating, which tries to capture an individualâs potential to move up two levels in the organization (the traditional definition).

This approach is based on a philosophy that â we cant totally trust managersâ so weâre going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions, which mandate that some percent of employees are rated at the bottom and only a limited percent can be rated at the top.

The well publicized problems with this process abound. These include:

Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but itâs often a surprise. Regular coaching is the key to alignment and performance.

Managers cannot typically âjudgeâ an entire year of work from an individual at one time (imagine if your spouse gave you an annual review!), so the annual review is awkward and uncomfortable for both manager and employee.

Manager-employee relationships are not 1:1 like they used to be. We work with many leaders and peers during the year, so one person cannot adequately rate you without lots of peer input.

While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not at the end of the year.

Some companies really do have a lot of high performers, so forced ranking eliminates great people and damages the culture.

People are inspired and motivated by positive, constructive feedback â and the âappraisalâ process almost always works against this.

The most valuable part of an appraisal is the âdevelopment planningâ conversation â what can one do to improve performance and engagement â and this is often left to a small box on the review form.

Companies are nervous about eliminating this process because:

We need a fair and validated way to distribute compensation increases (donât we?)

We need a record of low performance when we let someone go

We need to capture performance data in an employeeâs profile for future promotion and other talent reviews, development plans, and career migration

We need a way to make sure managers are doing their jobs well.

Well, Iâve probably discussed these issues with 100+ companies over the last five years and our research shows more and more that companies are ready to let this process go.

Organization structures have changed and companies need to be more agile. We have a shortage of key talent and the keys to success now focus on regular alignment, coaching, creating passion and engagement, and continuous employee development.

The new keys to success:

Develop a âfeedback-richâ culture and set of tools (often online, sometimes formal, often informal) that encourages all employees to give each other feedback. Tools from companies like Achievers, Globoforce, and most HR software vendors now enable and make this easy.

Separate the discussions about performance from discussions about potential and future career plans. Yes we need to evaluate people when raise time comes, but that can be a totally different conversation from.

Talk about performance regularly and let employees create their own goals on a regular basis. Force managers to provide ongoing feedback and teach them how to have honest conversations.

Assume that employees already know something about their own performance, and force them to self-assess. People tend to have a good idea of their own strengths and weaknesses â give them an open and positive opportunity to share it. That starts the dialogue about expectations and the match between their self-assessment and that of the organization.

Enable managers to assess performance regularly. Software teams now use Agile tools which evaluate code on a weekly basis. Managers should be giving people feedback regularly. If they learn to do this on a regular basis it will get easier and employees will learn to appreciate it.

Focus managers on hiring the best, so they build a team which strives for 100% high performers. This is never possible of course, but rather than assuming that 20% of your employees will perform poorly, spend more time on assessment, culture, and fit to make sure very few low performers make it into the organization in the first place.

Remember that everyone wants to succeed. If they arenât performing well itâs not necessarily their fault â the organization should take responsibility for helping them find a better fit if possible.

Set and reset goals frequently. Companies that set performance goals quarterly generate 31% greater returns from their performance process than those who do it annually, and those who do it monthly get even better results. This means employees get feedback on a continuous basis (most sales organizations work this way). Read our research for more details.

Beware of pay for performance plans. While many companies (particularly investment banking, sales) have large pay for performance plans, research showsthat these can create perverse behavior. People focus on their own goals at the expense of the organization. In sales related roles this process works well â when you move to customer service, engineering, and other âbuilderâ roles they can create problems.

Give your leaders a cultural framework and set of values to work from. Companies like Juniper and Deckers (Uggs shoes) focus very heavily on corporate values, forcing managers to hire and manage to these values. This makes selection easier and enables us to evaluate and coach people against higher level frameworks.

Invest in leadership development. Being a manager is a tough job. Managers at all levels struggle with selection, hiring, training, coaching, and evaluation. Give them time and tools to learn, a framework for feedback, and a continuous development process so they learn how to become better.

Reward talent âproductionâ not talent âhoarding.â If you pay your managers to âproduce output,â they will focus heavily on talent performance and evaluation. This may be a good thing, but ultimately companies thrive by building skills â so in addition to encouraging managers to produce good work, incent them to produce good talent as well.

Iâve had the opportunity to study HR and performance management for almost 15 years now, and this topic has been controversial for a long time. In todayâs globalized,talent constrained workplace itâs clear to me that the traditional appraisal has to change.

Businesses thrive on agility, speed, passion, and alignment. The process of driving and measuring performance has to do the same.

HRE 3723 Lecture : HRE 3723 Video Notes

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