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E-raamat: Managing People: A Practical Guide for Front-line Managers

, (Open University, UK), (Open University, UK)
  • Formaat: 192 pages
  • Ilmumisaeg: 02-Mar-2015
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9781134680702
  • Formaat - PDF+DRM
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  • Formaat: 192 pages
  • Ilmumisaeg: 02-Mar-2015
  • Kirjastus: Routledge
  • Keel: eng
  • ISBN-13: 9781134680702

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This updated and exciting fourth edition of Managing People: A Practical Guide for Front-Line Managers addresses the growing needs of front-line managers who are not themselves specialists in personnel management but whose roles require them to have these skills. A growing trend over the last two decades has given these managers an increasing amount of responsibility of direct line management, which can be extremely challenging especially if the correct training is not given.This book examines how the different parts of managing people fit together, whilst acknowledging that different contexts require different approaches and recognizing ongoing organizational, environmental and legal changes that affect the employment framework. It recognizes the rapidly changing context in which modern front-line managers have to operate and acknowledges the increasing expectations of good leadership as a necessity. However, the book also emphasizes the need for front-line managers to understand themselves, their own management styles and attitudes, together with the importance of empathy in appreciating the perspectives of the staff that work under them.Managing People: A Practical Guide for Front-Line Managers is designed for both new managers and for NVQ/SVQ Level 4 students. It is also appropriate for the first stages of Foundation Degrees and for HND courses combining academic study with workplace learning.

Arvustused

Those new to management and struggling with the challenges of managing people for the first time will find this highly practical book an invaluable aid to understanding both the role of specialist HR departments, and a manager's own responsibilities concerning the many people-related challenges they are likely to face. Sheila Cameron, Associate Lecturer, Open University, UK

List of figures and tables
ix
Acknowledgements x
1 Managing people in the twenty-first century
1(15)
Introduction
1(1)
What does a front-line manager do?
2(3)
Changes in the external environment
5(1)
Changes within organisations
6(1)
Continuity
7(1)
Approaches to managing people
7(3)
The importance of context
10(1)
The impact of people management practices
11(1)
Skills you will need as a front-line manager
12(1)
The importance of ethics
13(1)
How to use this book
14(2)
2 Managing yourself
16(16)
Introduction
16(1)
Soft skills
17(1)
Managing your time
18(1)
Managing your workload
19(2)
Managing stress
21(1)
Making decisions
22(1)
Managing meetings
23(1)
Communicating
24(2)
Active listening
26(1)
Developing yourself
27(2)
Managing your career
29(1)
Managing your manager
29(3)
3 The recruitment cycle
32(18)
Introduction
32(1)
Determining human resource requirements
33(1)
Carrying out a job analysis
34(1)
Drawing up a job description and person specification
35(1)
Methods of recruiting candidates
36(3)
The selection process
39(2)
Shortlisting candidates
41(1)
Interviewing candidates
42(4)
Induction
46(1)
Retention
47(1)
Departure
48(2)
4 Getting the best out of people
50(17)
Introduction
50(1)
Employee engagement and why it matters
51(1)
Your role as a front-line manager
52(1)
Motivation and job satisfaction
52(4)
Job design
56(5)
Alternative methods of organising work
61(2)
Managing a diverse workforce
63(4)
5 Learning and development
67(15)
Introduction
67(1)
Using learning and development to improve performance
68(1)
Knowledge management
69(1)
Encouraging continuous learning
70(1)
Coaching and mentoring
71(3)
Identifying learning and development needs and choosing methods to address these
74(2)
Employers' role in skill development
76(2)
Competency-based approaches to learning and development
78(1)
Evaluating the results of learning, training and development
79(3)
6 Leading teams and groups
82(17)
Introduction
82(1)
Management and leadership
82(1)
Leadership types
83(2)
Leadership and management styles
85(2)
Groups
87(1)
Groups and teams
88(1)
Teams
89(2)
Forming an effective team
91(2)
Team roles
93(1)
Setting team objectives
94(1)
Monitoring and evaluating progress
95(1)
Leading a team
96(3)
7 Performance management
99(18)
Introduction
99(1)
The principles of performance management
100(7)
Stage 1 The Plan
101(1)
Stage 2 development
102(2)
Stage 3 Performance and its measurement
104(2)
Stage 4 review
106(1)
Appraisal systems
107(4)
Managing rewards
111(3)
Problems and successes of performance management
114(3)
8 Managing challenging situations
117(18)
Introduction
117(1)
Managing power
118(2)
Bullying and harassment
120(1)
Avoiding stress
121(2)
Holding difficult conversations
123(1)
Managing conflict
124(1)
Dealing with unions
125(1)
Managing grievances
126(4)
Managing discipline
130(3)
Dismissal
133(2)
9 The regulation of behaviour at work
135(21)
Introduction
135(1)
The legal and institutional framework of employment
136(4)
The principles of the employment relationship
140(1)
Pay
141(1)
Discrimination
142(3)
Job security
145(1)
Health and safety at work
145(1)
Unfair dismissal
146(3)
Redundancy
149(1)
Parental rights
150(2)
Transfers of undertakings
152(1)
Working time
152(1)
Whistle-blowing
153(1)
The legal framework of collective bargaining
153(1)
Wider rights in the employment context
154(2)
10 Operating in a world of change
156(18)
Introduction
156(2)
Pressures for change
158(2)
The challenges in change
160(2)
Levels of change
162(2)
Initiating and planning for change
164(1)
Stages of change
165(1)
Communicating change
166(1)
Responses to change
167(1)
Coping with reactions to change
168(2)
A philosophy of change
170(2)
Last thoughts
172(2)
Index 174
Rosemary Thomson was a senior lecturer at the Open University Business School, UK. She was the author of the first two editions of this book before she sadly passed away in 1998. Her husband, Andrew Thomson, has worked with Eileen Arney to prepare this new edition

Eileen Arney is a lecturer in Management at The Open University, UK. Eileen has previously worked as a senior civil servant in the Home Office, including as Assistant Director of National Police Training. She has also worked in specialist HR and recruitment roles and as an Executive Coach

Andrew Thomson is Emeritus Professor at The Open University, UK where he was the first Dean of the Open University Business School (1988-93), after working in Unilever and at Glasgow University. He is authoring this edition on behalf of his late wife, Rosemary Thomson