Managing People: A Practical Guide for Front-line Managers

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.

Business & Money

Thomson, Andrew

Thomson, Rosemary

Arney, Eileen

Management & Leadership

Routledge

This title is about managing individuals and groups, motivating a team, choosing and developing staff, leading a team and understanding organizational culture.

Managing People

Butterworth-Heinemann Ltd.

Rosemary Thomson has updated her best-selling textbook to include material from the recent Management Development to the Millennium report entitled `What should a manager do?'. She has also written a new chapter on managing yourself, and has significantly revised the rest of the book to include new case studies and scenarios to help managers relate the theory to their own experience. Managing People also covers managing individuals and groups, motivating your team, choosing and developing staff, leading your team and understanding organizational structure. The book is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at level 4. The books are particularly suitable for managers on the Certificate in Management, or Part 1 of the Diploma, especially those accredited by the IM and Edexcel (formerly BTEC). Managing People is part of the highly successful series of textbooks for managers which cover the knowledge and understanding required as part of any competency based management programme. The books cover the three main levels of management: supervisory/first-line management (NVQ level 3), middle management (Certificate/NVQ level 4), and senior management (Diploma/NVQ level 5). You will find a full listing of other titles available at the front of this book. Rosemary Thomson is Course Team Chair for The Effective Manager, part of the Certificate in Management Programme at the Open Business School. She has written distance learning material for the Open University and Open College on managing people and managing change. Significant new material from the recent Management Development to the Millennium report `What should a manager do?' Numerous revised case studies and scenarios Published in association with the Institute of Management

Managing People (Institute of Management Series)

Butterworth-Heinemann

'Managing People' addresses the perspective of the individual manager whose role includes the management of people, as well as issues concerning the organization as a whole. The theme of the book is about responding to organizational and environmental change and the people skills that will be required for this in the twenty-first century. A system model of how the different parts of HR fit together is included, with the acknowledgement that different contexts require different approaches, and the role of the individual manager is considered within them. The stakeholder perspective is examined as it affects the management of people, and links human resource management policy and practice to financial results. This new edition also reflects the modern move towards performance management as an organizational business strategy. The role of leadership at all levels of the organization is also emphasized. There is a new chapter on managing challenging situations, such as the management of diversity, power, stress, and conflict, as well as the handling of grievances and discipline. Another new chapter pulls together the increasingly important aspects of the legal regulation of behaviour at work, and stresses the move from collective relationships to individual rights in the workplace. This text is suitable for use on the Chartered Management Institute Diploma level modules on recruitment and selection, managing performance, and developing teams and individuals. It is also to be used for NVQ courses in HRM at levels 4 and 5 and is valuable for HR Professionals and line managers. This new edition brings you the latest developments in people managementExamples have been updated to reflect developments in the field Previous edition has sold nearly 6000 copies

Managing People (The Certificate in Management Series)

With organisations becoming increasingly flatter and team-centred, the ability to manage people effectively has become a core skill for all managers. Leading management trainer and academic Rosemary Thomson analyses the most common problems encountered daily by managers and presents a series of practical tools to overcome them. But people management is not just about solving problems. For many companies their most valuable asset is their employees. How to motivate them and ensure a consistently high level of performance is a central concern of the manager for both the experienced and inexperienced people manager, this book provides valuable advice and techniques.

People Management (Orion Business Toolkit Series)

Orion Pub Co

The price of liberty

Mansions Press

Price of Liberty

Politics & Social Sciences

Women's Studies

Charisma Media

Developing Human Resources is aimed at managers wishing to understand their role in human resource strategy. In a clear, succinct way the authors cover the skills and techniques required to design and implement an effective HRD policy. In addition, they tackle the important tasks of team building, recruitment and change management, as well as the role you play in motivating and appraising your staff. Real examples and case studies are used throughout to illustrate points in a practical context. Developing Human Resources is designed to provide the underpinning knowledge and understanding required for any competency-based management course. It is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at Levels 4 & 5. It is particularly suitable also for managers on Certificate and Diploma in Management programmes, including those accredited by BTEC. Rosemary Thomson and Dr Christopher Mabey are both lecturers in human resource management at the Open Business School. Series adviser: Paul Jervis The Institute of Management is the leading management institute in the UK and the largest in Europe. The institute embraces all levels of management from management students to senior executives. It offers a unique range of services for all management disciplines, enabling managers to develop themselves throughout their careers. If you would like to hear more about the benefits of individual or corporate membership, please contact: Dept HM Institute of Management Cottingham Road Corby NN17 1TT 0536 204222

Developing Human Resources

Mabey, Christopher

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