A concise working summary of principles for those who manage people, particularly new front line supervisors and their bosses. Can be used as a basis for supervisory and leadership training in any type of organization. Based on practical knowledge and lessons learned from over 80 years of combined, successful business experiences.
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.
Are you a frontline manager, team leader or supervisor with big responsibilities? Do you have a low budget, little autonomy, or haven't had the training you think you need?Whether you are new to management or you have been in management roles for years, this book will help guide you through some of the most common problems faced by all managers, and all in the time it takes to drink a few cups of coffee.Full of case studies from managers around the world and examples from the author's own career, you will learn from the experience (and mistakes) of others, including how to¿Get the best out of your team¿Confidently face the day to day challenges of management¿Develop powerful, positive and productive relationships with your colleagues¿Expand your own skills¿Become the best possible manager you can.
Are there days when nothing you do as a leader seems to work? Are you willing to take a journey into how your employees' brains work? The trip will upend much of what you've learned about management but it will make your day easier.This guide offers you a series of useful techniques to break through organizational inertia and your employees' resistance to change. It gives you twelve powerful tips to work with human nature rather than wasting your time pushing against it.
Training for frontline managers and supervisors is being ignored as a business improvement tactic at the worst possible time. As management jobs become increasingly complex, we continue to be inundated with the latest methods for improving job performance, along with less time to sort through all this information. Focused on interpersonal management skills, Leadership Basics for Frontline Managers: Tips for Raising Your Level of Effectiveness and Communication explains what it takes to improve how you communicate and relate to your employees, customers, and bosses. It presents 25 chapters grouped into four categories: Personal Effectiveness, Leadership, Communication, and Your Career. After reading this book, you will better understand: How to deal with information overload The best ways to manage during tough times How to handle difficult co-workers How to run more effective meetings The basics of giving and receiving feedback How to manage your career more effectively Each chapter dissects a different management skill and concludes with a list of bullet points to help you take action immediately. By illustrating key concepts with scenarios drawn from a range of work situations, this book is an ideal reference for: Anyone new to a management position Experienced managers who want to sharpen their leadership skills Managers who find themselves managing a diverse group of employees Because the chapters were written to stand on their own, this book supplies guidance you can easily read in short chunks, a few minutes at a time. While the book draws on contemporary management theory, the bulk of the writing stems from the author's real-world experience as a facilitator, trainer, writer, coach, and program designer in both the private and public sectors.
'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.
Written especially for the emerging manager, FRONTLINE HR provides an excellent guide to successfully navigate through the challenges of supervising employees, including how to select, train, evaluate, discipline, and reward their direct reports.
"Go forth and be a manager" That just about covers the "management training" most frontline supervisors receive. If you lack the knowledge you need to do the job you were promoted to do, the result could be a lot of stress--for you and your team. This book will teach you the critical skills and techniques you need to perform the way you know you can. In five straightforward lessons you'll learn: How to overcome stress and feel more in control at work. How to motivate your employees to identify their own responsibilities. How to set yourself and your team up for success. Included are several templates and documents you can adapt for your own use.
A safe work place takes a coordinated effort on the part of all employees. Senior leaders establish safety-oriented vision and values, middle managers put into effect safety management systems, procedures, and accountability, and frontline employees complete the work as safely as possible. Frontline supervisors have perhaps the most crucial role¿they are the "linchpins" of safety. This book gives supervisors practical tools to improve their safety management and safety leadership.
