HUMAN RESOURCES MANAGEMNT Managerial Skills University of Warsaw, Faculty of Management, IBP 2016’

Tomasz Ochinowski Ph.D Associate Professor married, three childrenmarried, three children head of the Department of Organizational Sociology and Business History, Chair of Managerial Psychology and Sociology, Faculty of Management, University of Warsaw, Poland;head of the Department of Organizational Sociology and Business History, Chair of Managerial Psychology and Sociology, Faculty of Management, University of Warsaw, Poland; sociall skills trainer and advisor in business;sociall skills trainer and advisor in business; Trainer of the year 2006’ by Institute for International Research. Poland.Trainer of the year 2006’ by Institute for International Research. Poland.

My main trainers in managerial skills

Our rules Course Grading 1. Ongoing analysis of selected foreign companies operating in Poland in terms of HRM will count for 40%; operating in Poland in terms of HRM will count for 40%; Cross- cultural groups of 5 persons 3. Questions about Readings (the same groups presentations, 10 minutes) will count for 20% 2. Oral exam after course completing (course content and readings) will count for 40 % Readings  Magala, S. (2005). Cross- Cultural Competence. London: Routledge, chapter 1 and 3.  Magala, S. (2007). The Management of Meaning in Organizations. London, NY: Palgrave Macmillan, part 1 and 4  Zeidner, R. (2015). Rebuilding HR. HR Magazine, May 2015, pp. 26- 34.  Hollenbeck, J. R. and Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: implications for strategic human resource management, Academy of Management Perspectives, Vol. 29, No. 3, pp. 370–385.  Shyh-Jer Chen, John J. Lawler, and Johngseok Bae (2005), Convergence in human resource systems: a comparison of locally owned and MNC subsidiaries in Taiwan, Human Resource Management, Vol. 44, No 3, pp. 237-256.

To sum up… from the beginning… by Daniel J. Boorstin, The Americans. The Democratic Experience and http://www.pbs.org/weta/thewest/people/d_h/goodnight.htm „There's gold from the grass roots down, but there's more gold from the grass roots up” California Joe, a guide in the gold-rich Dakotas in the 1870's.

„Legend has it that… sometime toward the end of the Civil War a heavy- laden government ox train traveling through the northern plains of eastern Wyoming was caught a snowstorm and had to be abandoned. The driver returned the next spring to see what had become of his cargo. Instead of the skeletons he had expected to find, he saw his oxen living, fat and healthy.”

Charles Goodnight the Secret of Success  1866 (68) - he and Oliver Loving made a new trail from Belknap, Texas, to Fort Sumner, New Mexico, which became known as the Goodnight-Loving Trail.  They delivered 2000 head of cattle  They had made more than $12,000  Goodnight multiplied the quote later 1836-1929

Charles Goodnight (some details) He had lived in Texas since 1845He had lived in Texas since 1845 1866 (68) - he agreed with his partner to deliver $ 40 000 worth of Texas Longhorns’ big herd (2000 head of cattle) across 800 miles, from Texas to Wyoming1866 (68) - he agreed with his partner to deliver $ 40 000 worth of Texas Longhorns’ big herd (2000 head of cattle) across 800 miles, from Texas to Wyoming [ oxenn bought for $3 or $4 a head in Texas, sold for $35 or $ 40 up North] Goodnight was trailing cattle north by the thousands and achieved fame and fortune.Goodnight was trailing cattle north by the thousands and achieved fame and fortune.

After about 10 -20 years… barbed wire RANCHES In 1877 he with John Adair build JA Ranch (soon counted one hundred thousand cattle and million acres)In 1877 he with John Adair build JA Ranch (soon counted one hundred thousand cattle and million acres) He founded the first cattlemen’s association to fight cattle thieves in the region; developed new equipment for the drive ant the ranch; improved cattle breeds by crossingHe founded the first cattlemen’s association to fight cattle thieves in the region; developed new equipment for the drive ant the ranch; improved cattle breeds by crossing After the death of his first wife, to whom he had been married for 55 years, he remarried at the age of 91 and had his first child !After the death of his first wife, to whom he had been married for 55 years, he remarried at the age of 91 and had his first child !

Secrets of Goodnight’s „Success ?

„(...) The cattle, of course, moved on their own legs, but the vehicle that carried them was the organized drive”

clear rules  „Before starting on a trial drive Goodnight made it a rule ‘to draw up an article of agreement, setting forth what each man was to do. The main clause stipulated that if one shot another he was to be tried by the outfit and hanged on the spot, if found guilty’.” [ „boundary”]  „The successful drive had to be sober and orderly”… so… liquor, gambling, and even swearing were prohibited on the trial [„zero tolerance”]

virtual communication „Communication on the trial (…) was by hand signals, mostly borrowed from the Plains Indians”

structure and dynamic „The cowboy crew gave shape to the mile-long herd, kept the cattle from bunching up into a dense, unwieldy mass or from stringing out to a thin, discontinuous thread. At the front were two of the most experienced men (called „pointers”), who navigated the herd, following the course set by the foreman. Bringing up the rear were three study cowboys whose job it was ‘to look out for the weaker cattle(…) – ‘keep out the corners. The rest of the crew were stationed along the sides(…)” [flat structure] „The men were rotated from front to rear and back toward the front (the nearer the point, the lighter the work) to divide the burden on the men and the horses” [rotation]

risk strategy procedures for stampede

logistic „To feed the men there had to be a chuck wagon, carrying food and utensils, which the cook would drive fast ahead to the next camping place so that food could be ready when the herd arrived” [catering] The horses (called the „remuda”) which were brought along as spares to provide remounts were in care of a wrangler who kept them moving along together, just in front of the herd [weak points support by outsourcing]

organizational culture „At night, guards making their rounds would sing and whistle (the veteran cowman Andy Adams explained) „so that the sleeping herd may know that a friend and not an enemy is keeping vigil over their dreams”. As well- serenaded herd would be less apt to stampede. Cowboy „hymns” they were called, because their tunes were compounded from childhood memories of church services. But their words told the exploits of famous horse races, addressed the cattle with endearment or blaspheming, repeated advertising slogans from coffee cans, or simply sprinkled profanity between nonsense syllables”

special responsibility of top managers „(...)The foremen and owner (…) were responsible for the lives of their men, not only against Indians so far as possible, but against each other in all cases.”

Current HRM questions

Fundamentals of HRM D.A. Decenzo by D.A. Decenzo with the interpretation of Maciej Brzozowski Management: the process off efficiently getting activities completed with and through other people. Functions of management: -Planning -Organizing -Leading -Controlling

Fundamentals of HRM Main functions of HRM: - staffing (getting people – strategic HR planning, recruiting, selection) - training and development (preparing people – employee training and development, career development, organization development) - motivation (stimulating people – motivation theories and job design, performance appraisals, rewards and compensation, employee benefits ) - maintenance functions (keeping people – safety and health, communications, employee relations)

1. No company can exist without human resources. 2. People really create companies. 3. Management means to solve problem of resources. Conclusion: human resources management is necessary in business. Human Resources Management Fundamentals of HRM Why the HRM is important? Especially HRM is responsible for - getting competent people, - training them, - getting to perform higher results, - maintaining affiliation of people with the organization.

Fundamentals of HRM HRM in relation to the size of the company: Big company divisions: - Employment - Training and development - Compensation and benefits - Employee relations Shared services – sharing of HRM activities among geographically dispersed divisions. HR Shared services – centralized HRM activities focusing on such activities as organization development, and compensation and benefits.

Fundamentals of HRM Environmental influences affecting HRM - dynamic changes in environment - government legislation - labour unions - ideas of management (Taylor, Elton Mayo – Hawthorne experiments)

HRM in a Dynamic Environment still by D.A. Decenzo with the interpretation of Monika Kordowska

GLOBAL VILLAGE ENVIRONMENT HRM must be prepared to deal with constantly changing world, which means understanding implications of: - globalization - technology changes - work – force diversity - changing skills requirement - continuous improvement initiatives - contingent work force - decentralized work sites - employee involvement

Multicultural / multinational / multilingual environment RACE Flexibility & Availability – highly important for managers working in multicultural environment HRM must develop mechanisms that will help multicultural individuals work together & build teams GLOBAL VILLAGE – MOBILITY! POLITICSRELIGIONLAWCUSTOMS & HABITS

WORK – FORCE DIVERSITY challenge for employees is to make their organizations more accommodating to diverse groups of people by addressing different life styles, family needs and work styles. employers try to recognize and celebrate of differences - these are finding their organizations more profitable and effective Nowadays

CORE WORKERS CONTINGENCY WORKERS full time employment provide essential job tasks take advantage of full social benefits hired for shorter period of time sell their services to the organization perform specific tasks, sometimes require special job skills CHANGING SKILLS REQUIREMENTS

DECENTRALIZED WORK SITES Creates new issue for HRM TELECOMMUTING – working at home on a computer which is linked to the office Telecommuting capabilities that exist today have made it possible for employees to be located anywhere on the globe - ensuring work quality and on-time completion - monitoring work results - motivating & training employees challenges

The crucial question is: HOW THESE CHANGES ARE AFFECTING MANAGERIAL GOALS AND PRACTICES ? GLOBAL VILLAGE ENVIRONMENT

Just Flow

Mihaly Csikszentmihalyi flow h ighly enjoyable moments, when we concentrate on a task, using all our skills, knowing what has to be done. In flow we fell totally involved, lost in a seemingly effortless performance. Do you ever do something where your concentration is so intense, your attention so undivided and wrapped up in what you are doing that you sometimes become unaware of things you normally notice ( for instance, other people talking, loud noise, the passage of time, being hungry or tired, having an appointment, having some physical discomfort)? Do you ever do something where your skills have become so ‘second nature’ that sometimes everything seems to come to you ‘ naturally’ or ‘effortlessly’, and where you feel confident that you will be ready to met any new challenges?

Mihaly Csikszentmihalyi flow Do you do something where you feel that the activity is worth doing in itself? In other words, even if there were no other benefits associated with it (for instance, financial reward, improved skills, recognition from others, and so on) you would still do it? Do you ever do something that has provide some unique and very memorable moments - for which you feel extremely lucky and grateful - that has changed your perspective on life (or yourself) in some way?

Building Flow in Organizations

Conditions that make work more flow like: opportunity to concentrate, and the loss of ego. “Too many of the young people that we get out of business school, their major aim is to say I want to make a million dollars before I’m thirty. They don’t say I wont to do a good job or help to build a company. There is nothing much selfless in them, and they are doomed to failure if there isn’t a selfless quality in their own values.” (J. Irwin Miller)

The alternative narration… „Positive Psychology” - do you know such animal?

Martin Seligman’s daughter’s statement Martin Seligman’s daughter’s statement The case is based on Positive Psychology: An Introduction by Martin E.P. Seligman and Mihaly Csikszentmihalyi(2000): http://www.postivepsychology.org/apintro.htm The personal story explains how professionals arrived at the conviction that a movement toward positive psychology was needed and how this special issue came about. For Martin E. P. Seligman, it began at a moment in time a few months after he had been elected President of the American Psychological Association.

The moment took place in my garden.......while I was weeding with my five-year old daughter, Nikki. I have to confess that even though I write books about children, I'm really not all that good with children. I am goal-oriented and time-urgent and when I'm weeding in the garden, I'm actually trying to get the weeding done. Nikki, however, was throwing weeds into the air, singing, and dancing around. I yelled at her. She walked away came back and...

...and said... “Daddy, I want to talk to you.” “Yes, Nikki?” “Daddy, do you remember before my fifth birthday? From the time I was three to the time I was five, I was a whiner. I whined every day. When I turned five, I decided not to whine anymore. That was the hardest thing I've ever done. And if I can stop whining, you can stop being such a grouch.”

This was for me an epiphany, nothing less. I learned something about Nikki, about raising kids, about myself, and a great deal about my profession. What did Seligman discover?

Seligman’s epiphany 1. First, I realized that raising Nikki was not about correcting whining. Nikki did that herself. Rather, I realized that raising Nikki is about taking this marvelous strength -- I call it "seeing into the soul," -- amplifying it, nurturing it, helping her to lead her life around it to buffer against her weaknesses and the storms of life. Raising children, I realized, is vastly more than fixing what is wrong with them. It is about identifying and nurturing their strongest qualities, what they own and are best at, and helping them find niches in which they can best live out these strengths.

Seligman’s epiphany 2. As for my own life, Nikki hit the nail right on the head. I was a grouch. I had spent fifty years mostly enduring wet weather in my soul, and the last ten years being a nimbus cloud in a household full of sunshine. Any good fortune I had was probably not due to my grumpiness, but in spite of it. In that moment, I resolved to change.

Seligman’s epiphany 3. But the broadest implication of Nikki's teaching was about the science and profession of psychology: Before World War 2, psychology had three distinct missions: curing mental illness, making the lives of all people more productive and fulfilling, and identifying and nurturing high talent.(...)

Seligman’s epiphany Right after the war, two events -- both economic - - changed the face of psychology: in 1946 the Veteran's Administration was founded, and thousands of psychologists found out that they could make a living treating mental illness. In 1947, the National Institute of Mental Health (which, in spite of its charter, has always been based on the disease model, and should now more appropriately be renamed the National Institute of Mental Illness) was founded, and academics found out that they could get grants if their research was about pathology.

“negative” bias in social sciences This arrangement brought many benefits. There have been huge strides in the understanding and therapy for mental illness: at least fourteen disorders, previously intractable, have yielded their secrets to science and can now be either cured or considerably relieved (...). But the downside was that the other two fundamental missions of psychology -- making the lives of all people better and nurturing genius -- were all but forgotten. Practitioners went about treating the mental illness of patients within a disease framework by repairing damage: damaged habits, damaged drives, damaged childhoods, and damaged brains.

positive psychology The new century challenges psychology to shift more of its intellectual energy to the study of the positive aspects of human experience. A SCIENCE OF POSITIVE SUBJECTIVE EXPERIENCE, OF POSITIVE INDIVIDUAL TRAITS, AND OF POSITIVE INSTITUTIONS PROMISES TO IMPROVE THE QUALITY OF LIFE AND ALSO TO PREVENT THE VARIOUS PATHOLOGIES THAT ARISE WHEN LIFE IS BARREN AND MEANINGLESS.

Renewing Virtue 1. Seligman's team read Aristotle and Plato, Aquinas and Augustine, the Old Testament and the Talmud, Cofucius, Buddha, Lao-Tze, Bushido (the samurai code), the Koran, Benajmin Franklin and the Upanishads. 2. They recognized: „To our surprise, almost every single one of these traditions flung across three thousand years and the entire face of the earth…

…endorsed six virtues:  Wisdom and knowledge  Courage  Love and humanity  Justice  Temperance  Spirituality and transcendence”

What are your highest personal strengths? (by M.E.P. Seligman)

Twenty- four personal strengths  Wisdom and knowledge 1.Curiosity 2.Love of learning 3.Judgment 4.Ingenuity 5.Social intelligence 6.Perspective

Twenty- four personal strengths  Courage 7.Valor 8.Perseverance 9.Integrity

Twenty- four personal strengths  Love and humanity 10.Kindness 11.Loving

Twenty- four personal strengths  Justice: 12.Citizenship 13.Fairness 14. Leadership

Twenty- four personal strengths  Temperance: 15.Self- control 16.Prudence 17.Humility

 Spirituality and transcendence: 18.Appreciation of beauty 19.Gratitude 20.Hope 21.Spirituality 22.Forgiveness 23.Humor 24.Zest Twenty- four personal strengths

Would you like to get to know you personal strengths??? The test below is twenty- five minute exercise rank orders your strengths from top to bottom

CURIOSITY/ INTEREST IN THE WORLD 1.The statement: ‘I am always curious about the world’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘I am easily bored’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

LOVE OF LEARNING 1.The statement ‘I am thrilled when I learn something new’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I never go out of my way to visit museums or other educational sites’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

JUDGEMENT/ CRITICAL THINKING/ OPEN- MINDEDNESS 1.The statement ‘When the topic calls for it, I can be a highly rational thinker’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I tend to make snap judgments’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

INGENUITY/ ORGINALITY/ PRATCICAL INTELLIGENCE/ STREET SMARTS 1.The statement ‘I like to think of new ways to do things’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ Most of my friends are more imaginative than I am’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

PERESPECTIVE 1.The statement ‘I am always able to look at things and see the big picture’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ Others rarely come to me for advice’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

VALOR AND BRAVERY 1.The statement ‘I have taken frequent stands in the face of strong oppositions’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ Pain and disappointment often get the better of me’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

PERSEVERENCE/ INDUSTRY/ DILIGENCE 1.The statement ‘I always finish what I start’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I get sidetracked when I work’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

INTEGRITY/ GENINENESS/ HONESTY 1.The statement ‘I always keep my promises’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ My friends never tell me I am down to earth’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

KINDNESS AND GENROSITY 1.The statement ‘I have voluntarily helped a neighbor in the last month’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I am rarely as excited about the good fortune of others as I m about my own’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

LOVING AND ALLOWING ONESELF TO BE LOVED 1.The statement ‘There re people in my life who care as much about my feelings and well- being as they do about their own’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I have trouble accepting love from others’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

CITIZENSHIP/ DUTY/ TEAMWORK/ LOYALTY 1.The statement ‘I work at my best when I am in a group’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I hesitate to sacrifice my self- interest for the benefit of groups I am in’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

FAIRNESS AND EQUITY 1.The statement ‘I treat all people equally regardless of who they might be’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ If I do not like someone, it is difficult for me to treat him or her fairly’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

LEADERSHIP 1.The statement ‘I can always get people to do things together without nagging them’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I am not very good at planning group activities’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

SELF- CONTROL 1.The statement ‘I control my emotions’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I can rarely stay on a diet’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

PRUDENCE/ DISCRETION/ CAUTION 1.The statement ‘I avoid activities that are physically dangerous’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I sometimes make poor choice in friendships and relationships’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

HUMILITY AND MODESTY 1.The statement ‘I change the subject when people pay me compliments’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I often talk about my accomplishments’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

APRECIATION OF BEAUTY AND EXCELLENCE 1.The statement ‘In the last month, I have been thrilled by excellence in music, art., drama, film, sport, science, mathematic’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I have not created anything of beauty in the last year’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

GRATITUDE 1.The statement ‘I always say thank you, even for little thing’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I rarely stop and count my blessings’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

HOPE/ OPTIMISM/ FUTURE- MINDEDNESS 1.The statement ‘I always look on the bright side’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I rarely have a well- thought- out plan for what I want to do’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

SPIRITUALITY/ SENSE OF PURPOSE/ FAITH/RELIGIOUSNESS 1.The statement ‘My life has a strong purpose’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I do not have a calling in life’ is Very much like me 1 Like me2 Neutral3 Unlike me4 very much unlike me5

FORGIVENESS AND MERCY 1.The statement ‘I always let bygones be bygones’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I always try to get even’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

PLAYFULNESS AND HUMOR 1.The statement ‘I always mix work and play as much as possible’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I rarely say funny things’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

ZEST/ PASSION/ ENTHUSIASM 1.The statement ‘I throw myself into everything what I do’ is Very much like me5 Like me4 Neutral3 Unlike me2 very much unlike me1 2.‘ I mope a lot’ is Very much like me1 Like me2 Neutral3 Unlike me4 very much unlike me5

Conclusion „The details differ, of course(…) but the commonality is real and, to those of us raised as ethical relativists, pretty remarkable. This unpacks to meaning of the claim that human beings are moral animals”.

The strengths of character - the routes, by which we achieve the virtues-

To qualify as signature strength, a strength must meet the following criteria: (after @Mary Ann Copson) A sense of ownership and authenticity ("This is the real me") A feeling of excitement while displaying it, particularly at first A rapid learning curve as the strength is first practiced Continuous learning of new ways to enact the strength A sense of yearning to find new ways to use it A feeling of inevitability in using the strength ("Try and stop me") Invigoration rather than exhaustion while using the strengths The creation and pursuit of personal projects that revolve around it Joy, zest, enthusiasm, even ecstasy while using it (Seligman, 2002a, p.160)

Seligman’ recipe for more flow at work  „Identify your signature strengths  Choose work that lets you see them every day  Recraft your present work to use your signature strengths more”

Strengths- based HRM policy  „If you are employer, choose employees whose signature strengths mesh with the work they will do.  If you are a manager, make room to allow employees to recraft work within bounds of your goals”

and, so Have flow as often as possible

Indicate how much you are like A, B or C. WORK AND PERSONAL SATISFECTION

A Job… Ms. A works primarily to earn enough money to support her life outside of her job. If she was financially secure, she would no longer continue with her current line of work, but would really rather do something else instead. Ms. A’s job is basically a necessity of life, a lot like breathing or sleeping. She often wishes the time would pass more quickly at work. She greatly anticipates weekends and vacations. If Ms. A lived her life over again, she probably would not go into the same line of work. She would not encourage her friends and children to enter her line of work. Ms. A is very eager to retire.

A Career… Ms. B basically enjoys her work, but does not expect to be in her current job five years from now. Instead, she plans to move on to a better, higher-level job. She has several goals for her future pertaining to the positions she would eventually like to hold. Sometimes her work seems like a waste of time, but she knows she must do sufficiently well in her current position in order to move on. Ms. B can't wait to get a promotion. For her, a promotion means recognition of her good work, and is a sign of her success in competition with her coworkers.

A Calling… Ms. C's work is one of the most important parts of her life. She is very pleased that she is in this line of work. Because what she does for a living is a vital part of who she is, it is one of the first things she tells people about herself. She tends to take her work home with her, and on vacations, too. The majority of her friends are from her place of employment, and she belongs to several organizations and clubs pertaining to her work. Ms. C feels good about her work because she loves it, and because she thinks it makes the world a better place. She would encourage her friends and children to enter her line of work. Ms. C would be pretty upset if she were forced to stop working, and she is not particularly looking forward to retirement.

SO… What do you thing about your job… -Job is a job… -Job means career -Job is my calling

Look who’s talking “I was, and I am, a strong believer that one of the most satisfying things in life is to create a highly moral and ethical environment in which every individuals is allowed and encouraged to realize that God-given potential”

Ethic slogans as disguise “Bookstores are full of volumes containing very good advice about how to be effective manager or successful leader. Often such books will instruct a reader to model his or her behavior on the cynical wisdom of Machiavelli, (...) or the ruthlessness of Attila the Hun as a way to achieve power and plunder.”

Good Work and Good Business business success commitment to boarder social goals How workers and leaders who have impressed their peers for both their business success and their commitment to boarder social goals go about their jobs ? What ambitions motivate them ? What kind of organizations they try to develop in pursuit of those ideas ?

Good Good Work Business Howard Gardner Mihaly Csikszentmihalyi William Damon good workers people, who (1) are skilled in one or more professional realms and (2) are thoughtful about their responsibilities and the implications of their work. Mihaly Csikszentmihalyi leaders who do good business try to create ethical environments in which individuals could realize their potentials.

Good workers are concerned to act in a responsible fashion with respect toward their ®personal goals ®their family, friends, peers and colleagues ®their mission or sense of calling ®the institutions with which they are affiliated ® the wider world (people they do not know, those who will come afterwards, and in the grandest sense, to the planet or to God)

Ray Suarez  a broadcast journalist  Having discovered a love of writing during high school, he had works as a radio and television reporter both in the United States and abroad.  Beginning in the mid-1980s he had a seven year stint in commercial news with Channel 5, an NBC affiliate in Chicago

In 1993 he encountered the dilemma that made him consider quitting the profession entirely „When video games started to become hot, a family sued the major makers of video games in the United States for some unbelievable amount of money….because their kids would get seizures. And about half-way into reporting the story’ I realized that we were talking about one-tenth of one- hundredth of one-thousandth of the kids who plays video games. But TV has a tendency to play everything like, ‘Here’s a possible danger of video games’”

He sadly summed up the battle with the executive of the station  „And that fight went on for a long time, in TV terms, like an hour or an hour and half. I lost”  „His heart told him to get out of this line of work, while his bank balance told him to swallow his pride and his assigned job. His head, where he had to sort out the alternatives and make a decision, was swirling.”

after Suarez was a senior correspondent for the Public Broadcasting Service’s News Hour. He has been an innovator, much honored within the profession and widely respected among the listening public.

Good work in difficult times (ethical dilemmas) @ Mission of the profession Why should society reward the kind of work that I do with status and certain privileges? @ Standards (“best practices”) Which workers in the profession best realize the calling and why? @ Identity: central element - what lines I will not cross and why ?

the „mirror test” The image comes from a German ambassador in London who, as a part of a celebration he had to host in honor of Britain’s King Edward VII, was asked to provide a bevy of prostitutes. The diplomat felt that he could not to this and instead resigned his position.

Asked why, he responded „I refused to see a pimp in the mirror in the morning when I shave” (after P. F.Drucker, Management Challenges for the Twenty-first Century)

„What would it be like to live in a world If everyone were to behave in the way I have?”

The principles of Good Business *a powerful vision beyond the self -to do one’s best -to help people -to build a better world

The principles of Good Business *Special principles of organizational behavior - the importance of trust, which is brought about by respect -an organization is concerned with the personal growth of its members -providing opportunities for flow in the workplace

The principles of Good Business *a product that helps humankind

Lets have some entertainments ‘Scent of a woman’ by Martin Brest

Rhetoric as a basic HRM skill

What is rhetoric? (Deirdre McCloskey) By "rhetoric" is not meant a verbal shell game, as in "empty rhetoric" or "mere rhetoric" (although form is not trivial, either: disdain for the form of words is evidence of a mind closed to the varieties of argument).

persuasive orientations Logos “Logos originally occurs in philosophy, metaphysics, rhetoric, and even religion, referring to the logical, rational, evidential underpinning of a speaker’s argument. (…) it is the logical and reasonable substance that should be the major part of a communicator’s presentation. Logos involves determining the status of a case; ascertaining the facts; testing the evidence as well as constructing arguments. Logos exercises a tremendous influence on western thinking including today’s business communication.” Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 92.

persuasive orientations Ethos “Fundamentally ethos can mean the believability of the speaker, the credibility which the speaker brings to the speech situation. The speaker has to create his own credibility; he has to maintain a moral linkage between himself and his content, and should be considered a man of good character.” Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 92.

persuasive orientations Pathos “Pathos as an artistic proof focuses on using the emotions as a supplement to a speaker’s other means of persuasion. This process was simply searching out content exterior to the speaker and arouse emotional feelings in the message receiver.” Zhu Yunxia and Herbert W. Hildebrandt (2002). Greek and Chinese Classical Rhetoric: The Root of Cultural Differences in Business and Marketing Communication. Asia Pacific Journal of Marketing and Logistics, vol. 14: 93.

Leadership communications (J. Baldoni) Leadership communications consists of those messages from a leader that are rooted in the values and culture of an organization and are of significant importance to key stakeholders, e.g., employees, customers, strategic partners, shareholders, and the media. These messages affect the vision, mission, and transformation of an organization. The chief intention of a leadership message is to build trust between the leader and her or his constituency

In its simplest form, leadership communication is communication that flows from the leadership perspective. It is grounded in the character of the leader as well as the values of the organization. It is an expression of culture as well as an indicator of the climate, e.g., openness, integrity, and honesty.

Traits of leadership communications reflect Significance. Messages are about big issues that reflect the present and future of the organization (e.g., people, performance, products, and services). Values. Messages reflect vision, mission, and culture. Consistency. Messages exemplify stated values and behaviors. Cadence. Messages occur with regularity and frequency.

PURPOSE OF LEADERSHIP COMMUNICATIOS 1.Affirm organizational vision and mission. 2.Drive transformational initiatives, e.g., changes! 3.Issue a call to action. 4.Reinforce organizational capability 5.Create an environment in which motivation can occur 6.Promote a product or service (and affirm its link to the organization’s vision, mission, and values).

The basic ( and no so easy) steps of effective listening in business by Michael S. Hanna and Gerald L. Wilson ( with modifications) 1. Work hard at listening. Avoiding distractions is hard work. Do not think about your answer. Concentrate on what is being said. 2. Paraphrase the content and the feeling = *reflect in your own words what the speaker seems to mean by his words and behavior, *ask him whether you are right, *calibrate his reaction.

Pharaprase = active listening “Paraphrasing is not parroting but putting what you have heard into your own words. When you do this, the speaker hears your interpretation of what was said and can correct your understanding if it seems faulty. Thus by paraphrasing you’ll know if you understand. You can continue if you do; you can be corrected if you don’t.” M. S. Hanna and G. L. Wilson

Does the paraphrasing seem artificial ? Sometimes..... Yes.... How to avoid it ? Practice, practice and practice. Professionals think that the artificial sound of the talk will disappear if you practice its use. Do not use the same words every time. Not only: “What I hear you saying is...”, but also - for example -: “I want to feed back what you’ve said...”. Remember: “Paraphrasing everything the other person says would drive anybody mad”.

Benefits to paraphrasing When ?Why? the information being given is particularly important to you or the organization; is complex or involves several steps; involves a problem and the persons come to you for help; involves deep emotions *The speaker feels good about himself when he finds that someone is interested in what he has to say. *The speaker believes that the other person cares about him because he or she has taken the time to listen. *The speaker feels more confident that the listener will be able to do the task and has more cofindence in that person’s willingness to do the task. *The speaker assumes that the listener is a person of good will and understands the task.

The main benefit ALL THESE THIGS STRENGTHEN SPEAKER - LISTENER RELATIONSIPS

The basic ( and no so easy) steps of effective listening in business by Michael S. Hanna and Gerald L. Wilson Check out your inferences. Checking will allow confirmation and denial. Empathize. Emphaty helps you understand the speaker’s view. Work on remembering. Note taking, association, review help memory. Practice and understanding will bring improvement.

Some practical suggestions for the effective nonverbal communication by Leslie W. Rue and Lloyd L. Byars #Know the most frequent methods of nonverbal communication that you use. Repetitive of nonverbal communication can be very distracting. The best method of learning this is through feedback from friends and peers. #Remember that your personal appearance communicates messages to employees. #Do not artificially use nonverbal communication. Hand movements that do not coincide with your expression are distracting.

A small case All the participants are asked to divide themselves into three groups. You have five minutes to prepare a small presentation about negotiator’s features. The first group: point some characteristics of unskilled negotiator The second group: point some characteristics of skilled negotiator The third group: point some characteristics of overused skill negotiator

WHY LAWYERS ARE UNHAPPY? Martin E. P. Seligman (a) pessimism (b) low decision latitude, (c) the “zero-sum game” nature of the job.

Have you ever heard someone say....? “No matter how hard I study I’ll never pass this course” “I’ll never learn to do this, regardless of how much I practice” “You can’t fight city hall”

Martin E. P. Seligman’s work from Learned Helplessness to Learned Optimism Learned Helplessness = the belief : -that one’s actions are ineffective and have little to do with the outcome; -that one’s actions bear no relation to rewards and punishments received; -that one has no control of the environment.

Learned Helplessness Results: social passivity depression (often ends in suicide ) - the plague of our times? ****** 1994-1989 Central and East Europe - “ learned helplessness massive training” in politics and economy? Reasons: life experiences, especially childhood but “being made helpless by some experience was not enough” the way people explain life event ( explanatory style) is very important to the development of learned helplessness

Explanatory style Person's explanatory style of the causes of good and bad life events 3 dimensions The Internal versus The External The Stable versus The Unstable The Global versus The Specific

Optimists (immunity from learned helplessness) they perceive the causes of good events as internal (to be related to something about their own personal characteristics) rather than external (outside, environmental forces); stable (enduring) rather than unstable (just temporary) and global (universal, cutting among many situations) rather than specific (in just one sphere of life) they perceive the causes of bad events as external (outside, environmental forces) rather than internal (to be related to something about their own personal characteristics); unstable (just temporary)rather than stable (enduring) and specific (in just one sphere of life) rather than global (universal, cutting among many situations).

Pessimists (their explanatory style makes them vulnerable, so that experiences led to depression) they perceive the causes of good events as external (outside, environmental forces) rather than internal (to be related to something about their own personal characteristics); unstable (just temporary) rather than stable (enduring) and specific (in just one sphere of life) rather than global (universal, cutting among many situations). they perceive the causes of bad events as internal (to be related to something about their own personal characteristics) rather than external (outside, environmental forces); stable (enduring) rather than unstable (just temporary) and global (universal, cutting among many situations) rather than specific (in just one sphere of life).

Pessimistic Rumination focus on a bad event: the who, what, where, and how of a bad event; explanation for a bad event; negative emotions or negative emotional state

Mike how to deal with him? „He was a natural leader, creative, energetic and ambitious. "Mike„ had appeared to be the ideal recruit for a fast-growing electronics company. It was only after he got the job that certain less favourable aspects of his behaviour came to light. He couldn't get along with his secretary, he "forgot" to take on less interesting projects, he bullied colleagues and walked out of meetings. But since he'd already complained about his boss to senior management, his boss's concerns were never taken seriously, and the company even singled Mike out as a "high-potential employee’’ ”.

„Perhaps you know someone like Mike.. Someone charming, yet aggressive a manipulative boss who can't be bothered with paperwork; one who constantly switches allegiance as different people become useful. Mike embellished the truth on his application form, failed to document his expense claims and turned out, in the end, to be setting up his own business on company time and resources. He is what some psychologists describe as…” (Laura Spinney, Snakes in Suits, 2004)

Paul Babiak and Robert Hare an industrial or corporate psychopath

Hervey Cleckley clinical symptoms superficial charm and good intelligence; absence of delusions and other signs of irrational thinking; absence of 'nervousness' or other psychoneurotic manifestations; unreliability, untruthfulness, and insincerity; lack of remorse or shame; inadequately motivated antisocial behaviour; poor judgement and failure to learn by experience

Hervey Cleckley clinical symptoms pathologic egocentricity and incapacity for love general poverty in major affective reactions; specific loss of insight; unresponsiveness in general interpersonal relations; fantastic and uninviting behaviour with drink and sometimes without; suicide rarely carried out; sex life impersonal, trivial and poorly integrated; and failure to follow any life plan.

Coming up… …Corporate cult

Please answer each of the twenty questions on a scale: from strongly agree (1) to strongly disagree (5) 1. I feel a strong sense of loyalty toward this company. 2. Even if the firm were not doing well financially, I would be reluctant to change to another employer. 3. The offer of a bit more money with another employer would not seriously make me think of changing my job. 4. Based on what I know and what I believe I can expect, I would be quite willing to spend rest of my career with this company. 5. I believe in the work my organization does. 6. I feel that I am working for a cause that is greater than just earning a living. 7. My work serves a good cause. 8. The work of my organization benefits society.

Please answer each of the questions on a scale: from strongly agree (1) to strongly disagree (5) 9. I have faith in the leader even when things go wrong. 10. I admire the leader. 11. It would be hard to find someone who colud lead this organizations better than the leader. 12. I trust the leader’s decision.

Please answer each of the twenty questions on a scale: from strongly agree (1) to strongly disagree (5) 13. The major satisfaction in my life come from my work. 14. The most important thing that happen to me involve my work. 15. My life goals are mainly work-oriented. 16. My work is a large part of who I am. 17. Many of my close personal friends work at this company. 18. The organization where I work is always planning social events for its employees. 19. I look forward to being with members of my immediate work group each day. 20. The people in my immediate work group take a personal interest in what I do.

Corporate Cults The Insidious Lure of the All-Consuming Organization New York: 2000. AMACOM American Management Association *** Dave Arnott professor of strategic management, Dallas Baptist University, USA

Arnott finds signs of cults in some business organizations; among them companies of international prestige By catering to almost all aspects of employees’ lives, they have become to them just like homes According to Arnott, the organizations of this kind, bases on non-ethical exchange: corporate cults are gaining an economic good (skill and time) and exchanging a noneconomic good (affiliation with the corporation).

Primary traits that define a cult (after Ph. Zimbardo): 1. Devotion of the employee to the organization and its ideology 2. Charismatic leadership 3. Separation from community

Using the traits, Arnott devised a ‘Cult Test’ that measures from employee’s point of view the level of cult immersion (“cultedness”) in a given organization. Arnott’s concept seems to be an empirical response to an intuition of some film directors and writers worried about contemporary business sometimes becoming a quasi-religion.

Devotion 1. I feel a strong sense of loyalty toward this company. 2. Even if the firm were not doing well financially, I would be reluctant to change to another employer. 3. The offer of a bit more money with another employer would not seriously make me think of changing my job. 4. Based on what I know and what I believe I can expect, I would be quite willing to spend rest of my career with this company. 5. I believe in the work my organization does. 6. I feel that I am working for a cause that is greater than just earning a living. 7. My work serves a good cause. 8. The work of my organization benefits society.

Charismatic leadership 9. I have faith in the leader even when things go wrong. 10. I admire the leader. 11. It would be hard to find someone who could lead this organizations better than the leader. 12. I trust the leader’s decision.

Separation 13. The major satisfaction in my life come from my work. 14. The most important thing that happen to me involve my work. 15. My life goals are mainly work-oriented. 16. My work is a large part of who I am. 17. Many of my close personal friends work at this company. 18. The organization where I work is always planning social events for its employees. 19. I look forward to being with members of my immediate work group each day. 20. The people in my immediate work group take a personal interest in what I do.

It is interesting to see to what extent the phenomenon described by Arnott is relevant to societies currently undergoing economic transformation and less technologically advanced than the American one. That is why I, together with my colleague as well as my students, have been conducting a comparative study in Poland based on Arnott’s idea. We worked out an experimental, Polish version of the Cult Test and prepared initial norms of application. We have assumed: if average result of Cult Test of members ( minimum 15) of a organization is high culted = this organization is high culted.

about 140 companies (2001- 2013) ®student’s research ® a taxonomy analysis: due to the nature of the data and the small numbers of people examined as well as the monographic nature of the analysis, factor analysis was impossible ®ordinal scale ®Wrocław taxonomy - “dendrites” – quasi-factors 43 companies have shown a high level of cult immersion

Initial typology of company cultedness in Poland

3 dominant types of the profiles were distinguished I Devotion – high Charismatic Leadership – high Separation – medium II. Devotion – medium Charismatic Leadership – high Separation – high III. All constructs are high

The results of quasi-factors analysis Devotion – quite clear Role of leader...........more complicated ?.....more important ? Where is separation ?

Not so far... Mr. Arnott... Cultedness as continuum. Cultedness should be characterised by a continuum, which was mentioned by Arnott ( but without practical consequences). Every organization may be classified within the Cultedness. Cultedness is probably an universal cultural factor of organizational identity ( from particular members’ point of view). Plays crucial role in turbulent circumstances and in crisis. May be a psychological “joint” of virtual organizations

Only when the intensity of cultedness among organization members is blown out of the proportion, may we call it a destructive corporate cult. What is the punishment and what is the award? (in your organizations) “For me, the worst punishment is losing the trust a superior places in his or her employee. At the same time, the best award one may receive is superior’s words of praise and job promotion which (in the tested company) is an exceptional and venerated event. Each employee craves for the two occasions to come around, however only one person in forty is likely to have the honour.”

Demolition of management in long-term perspective when? and where? It could be dangerous? Demolition of management in long-term perspective The leaders of of destructive cult organizations use a number of techniques to gain physical, emotional, and psychological control over the employee. Most of the techniques are very similar to the ways of manipulation described by the researches examining traditional cults. Arnott enumerates them as follows:

1.Leaders are strong, controlling, manipulative people who exert their pressure on the employees of a company whose voluntary membership is maintained via their affiliation. 2. In the world-view of cults, the group is good, everything else is bad. Sometimes the leaders use an “us-or-them” approach that describes competitors as enemies that have to be defeated. 3. Cults try to manipulate feelings, usually using group pressure on the individual, for example to contribute money to company causes or to take part in social events like a holiday.

4. Individual interests are subordinated to the interests of the group. In corporate cults working overtime takes place on a massive scale. 5. Cult leaders do not tolerate critics or defectors. Those who break off from the cult- pervaded organization do not usually continue relations with their former company colleagues 6.The goal of company-sponsored events is to separate employees from the community.

the ‘Stalinists’ methods in modern organizations ?

1. „Rat Race” Ranks; Low base – high commission; Competitions; Savings; Effectivity; Overestimated plans;

2. Free time theft (work) Overtime; Week-end trainings; Dinners with customers; Phone calls after working hours; Bureauocratic violence (e-mails, analyses, reports); Constant moves from one office to another;

3. Free time theft (leisure) Beer and bowling; Incentive travel; Motivational meetings; Christmas parties; Sport events;

4. Elimination of inappropriate attitudes Questions on deeper sense; Open criticism; Individuality; Ability to say „NO”;

5. Depreciation of the past Depreciation of gained experience; Depreciation of education; Work practice in the company against the qualification and skills;

6. Ready operational schemes „New language” – English words used instead of their equivalents; Aim oriented; Professional development, self-actualization; Stress resistance; Ready scenarios;

Thank you

Stereotypes & Prejudices As HRM problem

Henri Tajfel minimal intergroup experiments

The nature of stereotypes In order to understand the world - both the physical and the social world - humans need to make cognitive short cuts. There is too much sensory information available at any one point to deal with every detail. Unless this information is cognitively organized - unless it is categorized - there can be no meaning. Therefore, humans need to organize the social world into categories.

The nature of stereotypes con. However, when we do this, we are liable to distort the world, even as we make it meaningful. imposing a categorization on a continuum of stimuli creates a tendency towards two sorts of exaggeration: there is the tendency to overestimate the extent to which instances of the same category resemble each other and a tendency to overestimate the differences between instances of different categories

Prejudices effects of categorization on the judgement of physical stimuli resembled the exaggerations of social stereotypes. Thus, the tendency to prejudge members of outgroups was, at root, similar to the more general tendency to exaggerate the differences between categories and to minimize differences within categories.

Michael Billig a / rhetoric approach to social psychology Michael Billig a discursive / rhetoric approach to social psychology

The rhetoric nature of prejudices  The study of prejudices should not be reduced to the personal dynamics of individual bigots.  A prejudice typically is more than an individual emotional investment. It is a feature of group relations.  The discursive position in social psychology stresses the key role of language in the social world  Thus, the categories of ideology, together with shared stereotyping and common-place social explanations, are framed in language

Freud once now? Language is both expressive and repressive: in order to speak appropriately, speakers must learn to repress routinely the desire to speak inappropriately In any social context there will be norms and routines that permit certain discursive actions and that forbid others What is socially forbidden can become an object of desire and pleasure

some additional remarks… The emotion within an ideology is not something extra that is added to a cognitive interpretation: it is part of that interpretation. pleasure in prejudices (for example racist humor)

Theodore Zeldin's „Intimate History of Humanity” „the word 'Slav', from which the word 'slave' came to mean foreigner, because it was ok by most (…) traditions to enslave foreigners” lists.healingattention.org/pipermail/education/2008-March.txt.gz Lafarage Gisp (2000-2004) Dewoo FSO (1997-2004)

Poland – in the heart of nowhere? The heritage of European modernization? (18th and 19th centuries) “People formed an opinion regarding ‘The East Europe’ as a very peculiar formation” – a Tony Judt British historian stressed recently - ”because little was known about it. There simply was no way to learn something about it. I remember the time, when I studied in Cambridge, and then I lectured at the Oxford University. History of Poland, Czech Republic or Hungary then wasn’t simply present. The East European countries history appeared only in context of soviet studies and that was important as much as related to history of Soviet Union (…) and it took lots of time and effort to change this situation. The picture of Polish plumber who steals citizens’ work (…) is signing this tradition perfect. Nowadays it is also about fear of globalization in the West – fear of unsteady tomorrow, leaky frontiers, decolonization, competition of new economies. The opening to The East is for The West another element of these specific series of events“ (Tony Judt)

the „British Paradox“ towards Polish workers ( Communictae Research, 2007) What does British citizens think about Poles working in the UK? Hard working: 70 % Friendly: 45 % Undertaking: 40 % Better educated than other immgrants: 26 % Thrifty: 21 % Peaceful: 17 % Trustworthy: 17 % It is good to have Polish neighbours: 16 % Aggressive: 10 % Lazy: 3 % Backward/fusty: 3 % Wasteful: 1 % None of the above: 12 % Should British government introduce working limits for Polish immigrants? Definitely yes: 34 % Rather yes: 35 % Rather not: 13 % Definitely not: 5 % I don’t know: 13 % ****************************************** Erik Berghof: starting next year Poles will be returning home Who will replace them in GB?

Trust in organizations Hans Ramo (2004):  asymmetric power-relations and rigid time- control making most forms of organizational trust instrumental and /or weak  trust is fragile, temporal, in demand of communication based on right moment on right moment to act judiciously

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