BMA533: Human Resource Leadership (Class # 8) Fall, 2005

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

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

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

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

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

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

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

Break