HUMAN RESOURCES MANAGEMNT
Managerial Skills
IBP
Faculty of Management,
University of Warsaw
2014’
JERZY JAGODZIŃSKI
• Master studies – University in Łódź, Faculty of Sociology
and Economics. M. A. in Foreign Trade.
• Now - The editor in chief of Publishing Press at the
School of Management- Warsaw University, as well as
invited lecturer of European Integration, Problems of
Globalization, Business Negotiation and Ethics.
• Former director, editor-in chief in Polish Radio – Radio
Polonia ( External Service) and in Polish Press Agency
(PAP) – foreign desk.
• married
Tomasz Ochinowski Ph.D
course coordinator
•
married, three children
• Docent (Reader),
Department of
Organizational Sociology,
School of Management,
Warsaw University, Poland;
• Member of the research
team, which is focused on
historiography and business
history, Institute of History,
Polish Academy of Science;
• Civilian advisor to General
Director of Prison Service in
Poland; advisor of President
of local government
company
• Trainer of the year 2006’ by
Institute for International
Research. Poland.
My main trainers in managerial skills
2 Parts of HRM
 Basics of HRM and Managerial social skills
training
by Jerzy Jagodziński &Tomasz Ochinowski & his
guests…
 Intercultural Communication in HRM
by Halina Grzymała – Moszczyńska, Jagiellonian
University
Our rules
Course Grading:
1.
Classroom active
participation (including one
presentation during the
course) will count for 50%
of the final course grade.
The presentation day: date to fix
national groups;
subject: „Brainwashing as HRM
problem in my country”
2. Ongoing analysis of selected
foreign companies
operating in Poland in terms of
HRM will count for 50%;
Cross- cultural groups of 5
persons
Cordially Welcome!!!
Jerzy Jagodziński
jjagodzinski@wz.uw.edu.pl
room 310B in notice by
mail
Tomasz Ochinowski
ochinto@ wz.uw.edu.pl
my duty hours:
Monday
4. 15 p.m. – 5.45 p.m.
3 Szturmowa Street,
room B514.
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 heavyladen 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 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 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.
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)
• 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
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 !
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 wellserenaded 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.”
Fundamentals of HRM
Main functions of Top Managers:
- 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)
GLOBAL VILLAGE ENVIRONMENT
by D. Decenzo
Modern manager 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
GLOBAL VILLAGE ENVIRONMENT
by D. Decenzo
Modern manager 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
GLOBAL VILLAGE ENVIRONMENT
The crucial question is:
HOW THESE CHANGES ARE AFFECTING
MANAGERIAL GOALS AND PRACTICES ?
GLOBAL VILLAGE – MOBILITY!
Multicultural / multinational / multilingual
environment
RACE
POLITICS
RELIGION
LAW
CUSTOMS & HABITS
Flexibility & Availability – highly important for managers working in
multicultural environment
Managers must develop mechanisms that will help multicultural individuals
work together & build teams
WORK – FORCE DIVERSITY
Nowadays
• 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
Thank you,
See you…