Managing people : a practical guide for front-line managers / Rosemary Thomson and Eileen Arney.
Publication details: London : Routledge, 2015.Edition: Fourth editionDescription: viii, 181 pages; 23 cmISBN:- 9780415713542
Item type | Current library | Call number | Status | Barcode | |
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BOOKS | MAIN | HF 5549 T56m 2015 (Browse shelf(Opens below)) | Available | 02668 |
Includes index. Thomson, R., & Arney, E. (2015). Managing people : A practical guide for front-line managers (4th ed.). London : Routledge.
Managing people in the twenty-first century -- Introduction -- What does a front-line manager do? -- Changes in the external environment -- Changes within organisations -- Continuity -- Approaches to managing people -- The importance of context -- The impact of people management practices -- Skills you will need as a front-line manager -- The importance of ethics -- How to use this book -- Managing yourself -- Introduction -- Soft skills -- Managing your time -- Managing you workload -- Managing stress -- Making decisions -- Managing meetings -- Communicating -- Active listening -- Developing yourself -- Managing your career -- Managing your manager -- The recruitment cycle -- Introduction -- Determining human resource requirements -- Carrying out a job analysis -- Drawing up a job description and person specifications -- Methods of recruiting candidates -- The selection process -- Shortlisting candidates -- Interviewing candidates -- Induction -- Retention -- Departure -- Getting the best out of people -- Introduction -- Employee engagement and why it matters -- Your role as a front-line manager -- Motivation and job satisfaction -- Job design -- Alternative methods of organising work -- Managing a diverse workforce -- Learning and development -- Introduction -- Using learning and development to improve performance -- Knowledge management -- Encouraging continuous learning -- Coaching and mentoring -- Identifying learning and development needs and choosing methods to address these -- Employer's role in skill development -- Competency-based approaches to learning and development -- Evaluating the results of learning, training and development -- Leading teams and groups -- Introduction -- Management and leadership -- Leadership types -- Leadership and management -- Groups -- Groups and teams -- Teams -- Forming an effective team -- Team roles -- Setting team objectives -- Monitoring and evaluating progress -- Leading a team -- Performance management -- Introduction -- The principles of performance management -- Stage 1 - the plan -- Stage 2 - development -- Stage 3 - performance and its measurement -- Stage 4 - review -- Appraisal systems -- Managing rewards -- Problems and success of performance management -- Managing challenging situations -- Introduction -- Managing power -- Bullying and harassment -- Avoiding stress -- Holding difficult convertions -- Managing conflict -- Dealing with unions -- Managing grievances -- Managing disciplines -- Dismissal -- The regulation of behaviour at work -- Introduction -- The legal and institutional framework of employment -- The principles of the employment relationship -- Pay -- Discrimination -- Job security -- Health and safety at work -- Unfair dismissal -- Redundancy -- Parental rights -- Transfer of undertakings -- Working time -- Whistle-blowing -- The legal framework of collective bargaining -- Wider rights in the employment context -- Operating in a world of change -- Introduction -- Pressures for change -- The challenges in change -- Levels of change -- Initiating and planning for change -- Stages of change -- Responses to change -- Coping with reactions to change -- A philosophy of change -- Last thoughts
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