Managing People (Institute of Management Foundation S.)

by RosemaryThomson (Author)

• Used

  Paperback
  1993

  $4.23

  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. It includes significant new material from the recent Management Development to the Millennium report 'What should a manager do?' It contains numerous revised case studies and scenarios. It is published in association with the Institute of Management.

• Used

  Paperback
  2002

  $3.28

  '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.