UID:
almafu_9958131168802883
Format:
1 online resource (251 p.)
Edition:
3rd ed.
ISBN:
1-136-38282-8
,
1-281-01405-2
,
9786611014056
,
1-4294-8399-7
,
0-08-049632-6
Series Statement:
Chartered Management Institute series
Content:
'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 stakeh
Note:
Description based upon print version of record.
,
Managing People; Copyright; Contents; Series preface from the second edition; Acknowledgements; CHAPTER 1 Managing people in the twenty-first century; Introduction; What does a manager do?; Trends in environmental change; Trends in organizational change; Trends in managerial skills; Continuity; Approaches to managing people; The importance of context; The impact of people management practices; What is 'good' people management?; How to use this book; Summary; Activities; CHAPTER 2 Managing yourself; Introduction; Managing your time; Delegation; Planning your workload; Making decisions
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Active listeningCommunicating; Counselling; Developing yourself; Managing your manager; Summary; Activities; CHAPTER 3 Recruiting the right people; Introduction; Determining human resource requirements; Job analysis; Job descriptions; Employee specification; Methods of recruiting candidates; Further information for candidates; The application format; Summary; Activities; CHAPTER 4 Selection and induction; Introduction; Short-listing candidates; The selection process; The interview; Other selection methods; Selection for other purposes; Induction; Summary; Activities
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CHAPTER 5 Motivation, job satisfaction and job designIntroduction; Individual behaviour at work; Motivation; Job satisfaction; Job design; Characteristics of a well-designed job; Designing or redesigning the jobs of your staff; Alternative methods of organizing work; Summary; Activities; CHAPTER 6 Managing people in groups; Introduction; People's behaviour in groups; The purposes of work groups; Informal groups at work; The stages of group formation; Group dynamics; Summary; Activities; CHAPTER 7 Building and leading your team; Introduction; Forming a team; Team roles; Setting objectives
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Monitoring and evaluating progressRunning team meetings; Self-directed teams; The benefits of teams; Leading a team; Summary; Activities; CHAPTER 8 Managing performance; Introduction; The principles of performance management; Appraisal systems; Giving feedback; Managing rewards; Training and developing your staff; Methods of development; Staff development outside the organization; Summary; Activities; CHAPTER 9 Managing challenging situations; Introduction; Managing diversity; Managing multicultural teams; Cultural distinctions; Equal opportunities as the basis for managing diversity
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Managing powerManaging stress; Managing conflict; Dealing with unions; Managing grievances; Managing discipline; Dismissal; Summary; Activities; CHAPTER 10 The regulation of behaviour at work; Introduction; The legal and institutional framework of employment; Advisory, Conciliation and Arbitration Service (ACAS); Employment tribunals and courts; The principles of the employment relationship; Pay; Discrimination; Health and safety at work; Unfair dismissal; Redundancy; Parental rights; Working time; The legal framework of collective bargaining; Wider rights in the employment context; Summary
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Activities
,
English
Additional Edition:
ISBN 0-7506-5618-2
Language:
English
