Assembling the Team: Acquiring and Utilizing Essential Human Resources

Slides:



Advertisements
Similar presentations
Chapter 5 Entrepreneurship
Advertisements

INDIVIDUAL DIFFERENCES
Agenda Objectives Coaching Is Teaching Motivating/Encouraging Communicating/Listening Setting Goals Providing feedback Informal (day-to-day coaching)
Values, Attitudes, Emotions, and Culture: The Manager as a Person
New Supervisor: Skills for Success
Managing Behavior In Organizations
You ! as a newly Graduate Students You ! as a newly Graduate Students from campus life to professional life… Kampus Biru UGM Fakultas Pertanian Yogyakarta,
Management and Leadership
Chapter 3 This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display,
Values, Attitudes, Emotions, and Culture: The Manager as a Person Chapter Two Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Leadership Development Nova Scotia Public Service
Management and Leadership
Entrepreneurship Building the New Venture’s Human Resources: Recruiting, Motivating, and Retaining High-Performance Employees 13.
Assembling the Team: Acquiring and Utilizing Essential Human Capital
12 Entrepreneurship Managing New Ventures for Growth.
Entrepreneurship Essential Skills for Entrepreneurs: Enhancing Social Competence, Creating Trust, Managing Conflict, Exerting Influence, and Dealing with.
HRM-755 PERFORMANCE MANAGEMENT
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Journey Into Self-Awareness “Know Thyself.” ~ Socrates.
Performance Management
Chapter 3 Nelson & Quick Personality, Perception, and Attribution Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved.
Sales Force Management
Making Human Resource Management Strategic
Values, Attitudes, Emotions, and Culture: The Manager as a Person
PowerPoint Presentation by Charlie Cook
11-1 McGraw-Hill/Irwin ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved CHAPTER ELEVEN Agents, Constituencies, Audiences.
Copyright © 2008 by Nelson, a division of Thomson Canada Limited ENTREPRENEURSHIP A PROCESS PERSPECTIVE Robert A. Baron Scott A. Shane A. Rebecca Reuber.
Coaching and Providing Feedback for Improved Performance
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 2 Objectives Explain why differences in perception occur
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
Warm-Up List as many ways that you can think of that people communicate with each other. Circle the three that you do most. Think back 5 years. Were these.
LEADERSHIP. What is leadership? Leadership is a process by which a person influences others to accomplish an objective and directs the organization in.
7 Management and Leadership 7-1 Management Functions and Styles
Needs-Based Motivational Model
Copyright © 2008 Pearson Prentice Hall. All rights reserved. 1 1 Professor Donald P. Linden LEAD 1200 CRN Workforce Development and Critical Thinking.
+ REFLECTIVE COACHING APRIL 29, Goals for Today Check in on where everyone is in our self-guided learning and practice with reflective coaching.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Human Resources BDI3C. TO FIND THE RIGHT PEOPLE ask:  What needs to be done?  What can I do myself?  What can be done by people who are already on.
Effective Groups and Teams
Classroom management Scenario 10: Giving praise and reward Behaviour Scenarios Resources to support Charlie Taylor’s Improving Teacher Training for Behaviour.
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
Skills for Healthy Relationships
Looking Out/Looking In Fourteenth Edition 3 Perception CHAPTER TOPICS The Perception Process Influences on Perception Common Tendencies in Perception Perception.
Perception, Attribution, and Learning Internal processes dealing with individual information retrieval, storage, recall, and use Processes Perception Attribution.
3 C H A P T E R Individual Differences and Work Behavior
Central Core CD Unit B 2-5 Employability in Agriculture/Horticulture Industry.
WEEK 3.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
WHAT IS THE SAME THING BETWEEN THEM??  Leading people  Influencing people  Commanding people  Guiding people  Leadership is the influencing process.
Management & Leadership
Preparing and Planning to Manage Glencoe Entrepreneurship: Building a Business Entrepreneur or Manager? Management Styles and Skills 14.1 Section 14.2.
© BLR ® —Business & Legal Resources 1408 Teambuilding for All Employees.
Introduction to HRM. People are vital for effective operation of an organization. It is people, not buildings that make a company successful. Assets make.
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
12-1 Power and Politics Sias International University May 21, 2012 Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
8 Chapter Foundations of Individual Behavior Copyright ©2011 Pearson Education.
Interpersonal Skills.
Organizational Behavior Stephen P. Robbins & Timothy A. Judge
Jayendra Rimal. Introduction: Compensation Compensation refers to all forms of financial returns and tangible benefits that employees receive as part.
Chapter 5 personality, intelligence, attitudes, & emotions
Ch.2 Values, Attitudes, Emotions and Culture
Entrepreneurship and Negotiation
International Management, 5th ed.
Increasing Member Dividends and Value Added
Choosing Partners for New Venture Creation
Define groups and the stages of group development
PowerPoint Presentation by Charlie Cook
Kampus Biru UGM Fakultas Pertanian Yogyakarta, 26 April 2006
Entrepreneurship and Negotiation
Presentation transcript:

Assembling the Team: Acquiring and Utilizing Essential Human Resources Entrepreneurship 5 Assembling the Team: Acquiring and Utilizing Essential Human Resources

“Union may be strength, but it is mere blind brute strength unless wisely directed.” --Samuel Butler, 1882

Human Resources Knowledge Skills Talents Abilities Of co-founders and early employees are key to success

The Appeal of Similarity Similarity leads to liking Almost any kind of similarity will do—similarity with respect to attitudes and values, demographic factors, interests, etc. Such effects are both strong and general

The Value of Complementarity Avoids redundancy. Provides a wider range of information, skills, aptitudes, and abilities. The whole is greater than the sum of its parts.

Don’t yield to the temptation to work solely with people whose background, training, and experience is highly similar to your own. Doing so will be easy and pleasant in many ways, but it will not provide the rich foundation of human resources the new venture needs.

Know Thyself We are often unaware of at least some of the factors that affect our behavior. We do not gain knowledge of our major traits, abilities, or attitudes directly, through reflection. We gradually gain insight into ourselves through our relations with other persons.

Your Personal Inventory Knowledge base Specific skills Motives Commitment Personal attributes

Big Five Dimensions of Personality Conscientiousness Extraversion-Introversion Agreeableness Emotional stability Openness to experience

Similarity or Complementarity? A balanced approach Focus primarily on complementarity with respect to knowledge, skills and experience Bring similarity into the picture with respect to personal characteristics and motives

“He who knows others is clever; he who knows himself has discernment.” --Lao-Tzu

Impression Management Self-enhancement—efforts to increase appeal to others Other-enhancement—efforts to make the target person feel good

Self-Enhancement Tactics Boost physical appearance Appear highly skilled Describe self in positive terms

Other-Enhancement Tactics Flattery Expressing agreement Showing high degree of interest Doing small favors Asking for advice or feedback Using nonverbal signals Intimidation

Due Diligence Failing to recognize impression management techniques can lead entrepreneurs to make poor choices as they assemble their initial team. Don’t accept information or appearance without checking it out.

Deception Microexpressions Interchannel discrepancies Nonverbal aspects of speech Eye contact Exaggerated facial expressions

Founding Team Relationships Three factors are crucial in developing strong working relationships among the team: Clear initial assignment of roles Careful attention to perceived fairness Effective communication

Roles The set of behaviors that individuals occupying specific positions within a group are expected to perform, and the authority or jurisdiction they will wield. Divide responsibilities and authority following the principle of complementarity.

Self-Serving Bias The tendency to attribute successful outcomes largely to internal causes, but unsuccessful ones largely to external causes Often leads people to conclude that they have not been treated fairly

Perceived Unfairness Self-serving bias Harmful effects on working relationships Feelings of perceived unfairness

Effective Communication Constructive Is considerate Doesn’t threaten Is timely Doesn’t blame Is specific Offers concrete suggestions for improvement Destructive Is harsh Contains threats Is not timely Blames Is not specific Offers no concrete ideas for improvement

Expanding Human Resources Social networking allows entrepreneurs to: Acquire human resources quickly Know people directly or indirectly before hiring Integrate new employees more easily into a loose structure

Is Bigger Better? On balance, the benefits of increasing the number of employees outweigh the costs. New ventures that start with more employees have a greater chance of surviving. Profitability is positively related to size.

Temporary Employees Advantages Reduced fixed costs Flexibility Secure specialized knowledge Disadvantages Lack commitment and motivation Carry information to competitors

Temporary or Permanent? Flexibility and speed of acquiring new sets of knowledge Temporary employees Commitment and retention Permanent employees