MGTO 231 Human Resources Management Pay for performance Dr. Kin Fai Ellick WONG.
MGTO 630B Managing People Globally for Competitive Advantage Leveraging Capabilities: Competencies...
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Transcript of MGTO 630B Managing People Globally for Competitive Advantage Leveraging Capabilities: Competencies...
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MGTO 630BManaging People Globally for Competitive Advantage
Leveraging Capabilities: Competencies and Leadership Leveraging Capabilities: Competencies and Leadership DevelopmentDevelopment
Saturday, March 22, 2003Saturday, March 22, 2003
Please note: This is only a preliminary version of the file that will be shown in class. Depending on the flow of in-class discussion, we may not discuss all the overheads in this file.
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By the end of today class, you should be able to
Identify leadership competencies in diverse cultural contexts
Analyze and create a plan for developing leaders in East Asia (Korea)
Examine leadership development in France
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Jobs to Competencies
Job paradigm (derived from scientific management) jobs are the building blocks of
complex organisations Competency paradigm
people are human resources that work for an organisation
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McClelland’s Competencies (1973)
Definition An underlying characteristic of
an individual that is causally related to criterion-referenced effective and/or superior performance
indicate ways of behaving or thinking, generalising across situations, and enduring for a reasonably long period of time
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Five Types of Competency Characteristics Motives
things a person consistently thinks about or wants that cause action.
Traits physical characteristics and consistent
responses to situations or information Self-concept
an individual’s attitudes, values, or self-image
Knowledge Information a person has in a specific
content area Skill
ability to perform a certain physical or mental task
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Threshold versus Differentiating Competencies Threshold
essential characteristics that everyone needs to be minimally effective but do not distinguish superior from average performers
Differentiating discriminate superior from average
performers
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Integrated Competency Model (Boyatzis, 1982) 21 basic competencies in managerial
work clusters of related competencies
human resource management (e.g., use of socialised power)
leadership (e.g., self-confidence) goal and action management (e.g., proactivity)
directing subordinates (e.g., developing others)
focus on others (e.g., concern with close relationships)
specialised knowledge (e.g., specialised job knowledge)
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What are critical leader competencies?
Identify these competencies by yourself (2 minutes)
Re-organize into groups according to place of origin (same groups as last week)
Each person in each group presents his/her opinion to team members (no discussion) (2 minutes each)
Team then discusses individual member opinions, seek clarity (5 minutes)
Once agreement has been reached on competencies required for effective leadership, present team’s finding to rest of class (3 minutes each).
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Leadership Identification and Development
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Leadership Identification and Development
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Leadership Identification and Development
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Leadership Identification and Development
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Let’s look at two of these models in detail
LG group
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Then the French: Alcatel
What is the best way to identify HIPOs and prepare them to assume to management positions? Explore the advantages and disadvantages of The competitive examination model The feudal model The professional model
What is the best way to develop an executive cadre that possesses a global managerial perspective, reflective of the nature of Alcatel’s world-wide holdings?