The Modern Human Resources Department - 1361 Words

This article discusses the foundations of the modern human resources department and covers the three historical periods of development to where modern human resources has evolved. There are three main historical periods that are discussed including - pre-industrial, bureaucratic, and high performance. All three of these periods have played a vital role in the field of Human Resources. The pre-industrial period ended with the revolutionary war. This time period saw a lack of human resource management due to â€Å"inequality, inflexibility and misalignment that would be unimaginable today.† Slavery and indentured servitude were common throughout the American colonies and the only means to learn a trade were through apprenticeships which†¦show more content†¦During this period there was growth in support for free market ideology and a balance begin in managerial structuring. This article is an interview with a single-person Human Resource Manager and the purpose is to highlight the relationship between a person’s professional brand and what affect the position can have on a person’s whole life and the Human Resources has played in it. The article utilizes the â€Å"seven images of self-identity† theory from Alvesson (2010) and hopes to show how a person deals with the stresses of career/life balance and how constant changes effect both. The author used this structure to look at the interpretation of the subject’s life through each of these seven images. The author utilizes in depth interviews with the subject Betty, a 30-year old married human resources professional with no children that works in the technology industry, to map the self-identity of the subject and how they struggle to find themselves both personally and professionally. The article discusses the feelings that Betty experiences and the difficulties she has to es tablish her personal and professional self and the challenges that exist as she continues to deal with the stresses and self-doubt associated with her professional life. The author also theorizes that Betty, as a part of the working middle-class, has certain ideals and looks to find a balance

Interview a Professor Free Essays

If freshmen can make a personal connection with Just one faculty member, their chances for success at JUS are vastly improved. Therefore, this professor interview is designed to get you talking to one of your professors outside the classroom. Make the interview into a conversation. We will write a custom essay sample on Interview a Professor or any similar topic only for you Order Now If you see this as a quick item of busy work, you will not really get to know the professor. Don’t go in, ask the questions, and keep your head down the entire time scribbling notes Instead, really listen to the professors responses and ask follow up questions that interest you. Remember, the goal of the roofless interview is to get to know one of your professors, not to write down his or her exact words. Don’t worry about taking down every word your professor says instead, take some notes on key ideas. If you truly listen to the professors responses, you’ll remember all you need to write up the interview questions afterwards. To free you up even more to listen and interact with your professor, you might consider recording the conversation with a device like your cell phone and then transcribing the interview later. However, before recording, always ask the professors permission iris Believe it or not, but professors were once students too, so take the time to really get to know this professor and what insight he or she can give that might help guide you through your own college experience. This should be a professor who you interact with in some way (advisor, class Instructor, faculty advisor of an organization, etc. ). This assignment should be completed In a face-etc;-face meeting Interview Questions 1. Name of professor. 2. What Is the name of the department In which the professor teaches 3. What courses does the professor teach 4. What Is the professors favorite course to teach 5. What Is the reason the professor chose this area In which to major 6. What degrees did the professor earn From what schools 7. How has higher education changed since the professor was In college 8. What are the professors Interests, hobbles, recreational actively, etc. 9. What Is the professors favorite book, TV program, movie, etc. 10. What Is the professors Idea of an Ideal student Why 11. What kind of student was the professor 12. How to cite Interview a Professor, Papers

Leadership Responsibility to Prepare the Self †Free Samples

Question: Explain your rationale for the necessity to accept responsibility to prepare the self, using the insights from the existing developmental pathways available to you for enhancing your global leadership skills. Answer: Introduction Leadership development is essential in todays business world to lead an organization towards success through various challenges (Nemerowicz Rossi, 2014). Leadership development activities help to perform effectively within a competitive, complex, and diverse workplace (Harvard Business Review, 2007). However, it is also significant for the professionals to understand leadership responsibility to prepare the self (McKinsey Company, 2012). Rationale for accepting and acting on the responsibility One of the aspects of the rationale is that an individual will be efficient and effective to lead an organization towards success related to the achievements of strategic goals and initiatives if the individual is already prepared for the leadership roles and responsibilities (Harvard Business Review, 2008). Another key constituent of the rationale for preparing the self in respect to enhancing global leadership skills is that an individual with greater leadership abilities and capabilities can influence other individuals/subordinates more effectively (Caligiuri Tarique, 2012). This the thing that all companies must look at in order to make certain changes. Developmental Architectures and Paths The existing leadership developmental architectures and pathways for enhancing global leadership skills are essential for any ineffective leaders to gain knowledge and wisdom regarding the effective ways to influence other for pursuing organizational goals more effectively (Lawrence, 2015). Such development paths are also useful for the leaders to help to transform their subordinates more effective and efficient (Nemerowicz Rossi, 2014). Global Leadership Program (Deep Self-Awareness and Growth) Current Global Leadership Development Program Ford ("Leadership Development - Sustainability Report 2013/14 - Ford Motor Company", 2016) Self-awareness and growth are two key aspects or qualities of a successful leader. The leaders should have the ability to recognize their potentials and capabilities, compared to others (Ford et al. 2012). The leaders should also have the knowledge about their limitations. Successful leaders always have the ability to utilize minimum resources for generating a maximum outcome. Self-awareness helps to understate self-needs, desires, failings, habits, and various other factors (Daft, 2014). In the new era context, adapting to changes is one of the essential leadership qualities. Therefore, the leaders with greater self-awareness have the better adaptability to change (Dubrin, 2015). Growth is essential for any individual professional. Growth is necessary to justify, whether n individual is going towards the right direction. Personal growth often leads to leadership growth. Leadership growth depends on various factors such as the ability to engage with others, ability to achieve desired results, ability to develop coalitions, system transformation and self-lead (Hackman Johnson, 2013). The current global leadership development program involves self-insight, developing others, team effectiveness, building relationships, operating in a global environment and creating a leadership environment (Ford, 2016). Employee development is the key purpose of the leadership development program of Ford Motor Company. The key objectives include creating a workforce that involves skilled and motivated employees. The company is largely investing for the employees for enhancing their leadership skills, to contribute towards both organization goals and employee career goals. The competency framework of Ford concentrates developing a culture of continuous improvement, where the employees are paying a significant towards their self-development and organizational success. Therefore, the global leadership program at Ford is effective, regarding fostering deep self-awareness and growth (Ford et al. 2012). Global Leadership Program (Cultural Intelligence and Nonlinear System Thinking) Most of the organizations throughout the world have concentrated expanding their business globally (Ciulla, 2014). Cultural intelligence helps global expansions in various ways. The business environment in todays world has become highly complex, dynamic, and competitive. Cultural Intelligence (CQ) is the ability to perform effectively within different cultural contexts (Lawrence, 2015). Cultural intelligence can easily be enhanced by developing self-awareness, adapting to change and by effective communication. The global leadership program of Ford encourages their employees to concentrate on all these aspects (Gardner, 2008). Effective interactions influence leadership. Tt is essential for the leaders to concentrate on interaction dynamics or possibly nonlinear system thinking, which enables the leaders to solve any problem or issues with new ideas and innovations, to perform within the complexity contexts (McKinsey Company, 2012). The leadership program of Ford encourages promoting creativity and innovation among their employees. Competitive, Complex, and Diverse Workplace Gardner's five minds in prospective leaders include the disciplined mind, the synthesizing mind, the creating mind, the respectful mind and the ethical mind, which are essential for leaders to perform within a competitive, complex, and diverse workplace. The leadership program clearly concentrated to deliver world-class learning and development excellence. The program also supports developing a wider range of skills (Gardner, 2008). In the recent era, information is everything, and the leaders should have broader information to make effective decisions. The programs also encourage creativity and innovation, which support the creating mind. The program is also effective, as it also suggests maintaining effective co-ordination with the subordinates (Gardner, 2008). The program also concentrates on ethics, which is one of the key aspects in todays business world, where many organizations have been facing various ethical issues that hampered their business and reputation (Ciulla, 2014). Enhancing the Growth of Others The key aim of the leadership program is to create a culture of continuous improvement. The leaders will not only be able to enhance their effectiveness, but also to enhance the growth of other positively, as the ultimate objective is to achieve success for the organization (Dubrin, 2015). The leadership program offers various learning and development resources, which are useful for aligning the key competencies with the organization for supporting the functional area (Ford et al. 2012). Such resources provided by the program will help to foster functional and technical excellence. The leaders will also be encouraged towards teamwork and organizational values. Teamwork, shared values, effective communication, and collaboration, are the key aspects for the leaders in the current era to enhance the growth of others (Ciulla, 2014). Conclusion The current study concludes that the global leadership development program of Ford is effective for fostering the cultural intelligence, nonlinear system thinking, deep self-awareness, and growth. The leadership development program is also useful for enhancing the growth of others. Reference List Gardner, H., (2008). Five Minds fort he Future. Nemerowicz, G. Rossi, E. eds., (2014).Education for leadership social responsibility. Routledge. Harvard Business Review. (2007). Maximizing Your Return on People. [online] Available at: https://hbr.org/2007/03/maximizing-your-return-on-people [Accessed 16 Mar. 2016]. Harvard Business Review. (2008). Where Will We Find Tomorrows Leaders?. [online] Available at: https://hbr.org/2008/01/where-will-we-find-tomorrows-leaders [Accessed 16 Mar. 2016]. McKinsey Company. (2012). Developing global leaders. [online] Available at: https://www.mckinsey.com/global-themes/leadership/developing-global-leaders [Accessed 16 Mar. 2016]. Caligiuri, P. Tarique, I., (2012). Dynamic cross-cultural competencies global leadership effectiveness.Journal of World Business,47(4), pp.612-622. Lawrence, T., (2015). Global leadership communication: A strategic proposal. Leadership Development - Sustainability Report 2013/14 - Ford Motor Company. (2016). Corporate.ford.com. Retrieved 17 March 2016, from https://corporate.ford.com/microsites/sustainability-report-2013-14/people-workplace-employees-leadership.html Ford, J., Cunliffe, A. L., Raelin, J. A., Crevani, L., Lindgren, M., Packendorff, J., Harding, N. (2012). Critical approaches to leadership learning and development. In2012 Academy of Management meeting. Ford, J. (2016). GENDERED RELATIONSHIPS AND THE PROBLEM OF DIVERSITY IN LEADERSHIP-AS-PRACTICE.Leadership-as-Practice: Theory and Application, 223. Daft, R. (2014).The leadership experience. Cengage Learning. Dubrin, A. (2015).Leadership: Research findings, practice, and skills. Nelson Education. Ciulla, J. B. (Ed.). (2014).Ethics, the heart of leadership. ABC-CLIO. Hackman, M. Z., Johnson, C. E. (2013).Leadership: A communication perspective. Waveland Press.