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List of figures and tables |
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ix | |
Acknowledgements |
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1 Managing people in the twenty-first century |
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1 | (15) |
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1 | (1) |
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What does a front-line manager do? |
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2 | (3) |
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Changes in the external environment |
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5 | (1) |
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Changes within organisations |
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6 | (1) |
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7 | (1) |
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Approaches to managing people |
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7 | (3) |
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The importance of context |
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10 | (1) |
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The impact of people management practices |
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11 | (1) |
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Skills you will need as a front-line manager |
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12 | (1) |
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13 | (1) |
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14 | (2) |
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16 | (16) |
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16 | (1) |
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17 | (1) |
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18 | (1) |
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19 | (2) |
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21 | (1) |
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22 | (1) |
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23 | (1) |
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24 | (2) |
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26 | (1) |
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27 | (2) |
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29 | (1) |
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29 | (3) |
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32 | (18) |
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32 | (1) |
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Determining human resource requirements |
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33 | (1) |
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Carrying out a job analysis |
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34 | (1) |
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Drawing up a job description and person specification |
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35 | (1) |
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Methods of recruiting candidates |
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36 | (3) |
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39 | (2) |
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41 | (1) |
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42 | (4) |
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46 | (1) |
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47 | (1) |
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48 | (2) |
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4 Getting the best out of people |
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50 | (17) |
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50 | (1) |
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Employee engagement and why it matters |
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51 | (1) |
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Your role as a front-line manager |
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52 | (1) |
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Motivation and job satisfaction |
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52 | (4) |
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56 | (5) |
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Alternative methods of organising work |
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61 | (2) |
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Managing a diverse workforce |
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63 | (4) |
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5 Learning and development |
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67 | (15) |
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67 | (1) |
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Using learning and development to improve performance |
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68 | (1) |
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69 | (1) |
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Encouraging continuous learning |
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70 | (1) |
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71 | (3) |
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Identifying learning and development needs and choosing methods to address these |
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74 | (2) |
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Employers' role in skill development |
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76 | (2) |
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Competency-based approaches to learning and development |
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78 | (1) |
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Evaluating the results of learning, training and development |
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79 | (3) |
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6 Leading teams and groups |
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82 | (17) |
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82 | (1) |
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Management and leadership |
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82 | (1) |
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83 | (2) |
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Leadership and management styles |
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85 | (2) |
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87 | (1) |
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88 | (1) |
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89 | (2) |
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Forming an effective team |
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91 | (2) |
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93 | (1) |
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94 | (1) |
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Monitoring and evaluating progress |
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95 | (1) |
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96 | (3) |
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99 | (18) |
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99 | (1) |
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The principles of performance management |
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100 | (7) |
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101 | (1) |
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102 | (2) |
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Stage 3 Performance and its measurement |
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104 | (2) |
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106 | (1) |
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107 | (4) |
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111 | (3) |
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Problems and successes of performance management |
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114 | (3) |
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8 Managing challenging situations |
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117 | (18) |
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117 | (1) |
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118 | (2) |
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120 | (1) |
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121 | (2) |
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Holding difficult conversations |
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123 | (1) |
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124 | (1) |
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125 | (1) |
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126 | (4) |
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130 | (3) |
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133 | (2) |
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9 The regulation of behaviour at work |
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135 | (21) |
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135 | (1) |
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The legal and institutional framework of employment |
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136 | (4) |
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The principles of the employment relationship |
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140 | (1) |
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141 | (1) |
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142 | (3) |
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145 | (1) |
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Health and safety at work |
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145 | (1) |
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146 | (3) |
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149 | (1) |
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150 | (2) |
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Transfers of undertakings |
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152 | (1) |
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152 | (1) |
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153 | (1) |
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The legal framework of collective bargaining |
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153 | (1) |
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Wider rights in the employment context |
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154 | (2) |
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10 Operating in a world of change |
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156 | (18) |
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156 | (2) |
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158 | (2) |
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160 | (2) |
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162 | (2) |
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Initiating and planning for change |
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164 | (1) |
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165 | (1) |
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166 | (1) |
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167 | (1) |
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Coping with reactions to change |
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168 | (2) |
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170 | (2) |
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172 | (2) |
Index |
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174 | |