A brief discussion on the people management

1. INTRODUCTION
TO PEOPLE
MANAGEMENT:
INTRODUCTION
Pia Carnegie

2. YOUR
ROLE...
Engage in
learning
Participate: ask
questions,
answer questions
Read round the
topics – not just
web-searches
Share
knowledge,
ideas,
experiences
Attend classes
attentively
Respect each
other – phones,
chatting...

3. LEARNING CONTRACT
• What would you like to take away from this module?
• What could help you to achieve this?
• What could hinder your achievement?

4. WEEK 1-
INTRODUC
TION TO
PEOPLE
AND
ORGANISA
TIONS
Ice breaker
Information on
module and
assignments
Team building
exercise

5. PEOPLE MANAGEMENT
Study and understanding of
individual and group
behaviour within
organisations
Influences
on
behaviour
 The individual
 The group
 The
organisation
 The
environment
SO WHAT
What do you think this
module is about?

6. ORGANISATIONAL
BEHAVIOUR
“The study and understanding of individual and group
behaviour and patterns of structure in order to help improve
organisational performance and effectiveness.”
Mullins (2016)

7. BEARS, COWBOYS, AND
NINJAS
Here are the rules of this new version of “Rock, Paper, Scissors:
• Bears eat ninjas,
• Ninjas beat up the cowboys, and
• The cowboys shoot the bears.
The bears are represented with a roar, the ninja is represented by a ninja
pose, and the cowboy is represented by positioning fingers in a gun
motion.
Get into 2 teams and have at it! Let’s see who wins!
WHY WOULD YOU MAKE US DO
THAT?! (;_;)

8. WHAT YOU
NEED TO
CONSIDER
ABOUT
ORGANISA
TIONS
Formal aspects
 Customers
 Organisation design
 Technology
 Physical facilities
 Rules and regulations
 Goals
 Financial resources
 Skills and competencies of your staff

9. WHAT
YOU
ALSO
NEED
TO
CONSID
ER
Informal aspects
 Attitudes and motivation
 Communication
 Team processes
 Personality
 Conflict
 Culture of organisation
 Leadership

10. INTRODU
CTION
TO
MODULE
Learning
Outcomes
Outline
Case Study
Coursework
Questions
Advice

11. LEARNING OUTCOMES
Demonstrate an
understanding of the
knowledge, skills and
behaviours to be an
effective people
manager
1
Identify and evaluate
key HR processes
which underpin the
performance
management of people
at work
2
Demonstrate an
understanding of
contemporary issues
facing line managers
relating to people
management
3

12. STRUCT
URE OF
SEMEST
ER 1
WK 01: Introduction to HRM and People Management
Wk 02: Leadership and Management
WK 03: Change and Innovation
WK 04: Managing Performance
WK 05: Relationships and Negotiation
WK 06: Reward
WK 07: Training and Development
WK 08: Talent Management
WK 09: Recruitment
WK 10: Selection and Interview
WK 11: Flexible Working
WK 12: Portfolio Drop In Session
WK 16: Skills Workshop 01
WK 17: Skills Workshop 02

13. CW 1 – RESEARCH
BASED PORTFOLIO
• 100% weighting
• Due end of Semester 1
• 2000 words
• You are tasked with reviewing the accompanying NHS case
study in order to compile a 2000 word portfolio for the Head of
England’s NHS HR department. The focus of the portfolio will
be placed on the following 3 strategic People Management
areas currently being addressed by the NHS:
• Area 1: Leadership and Management
• Area 2: Training and Development
• Area 3: Talent Management

14. COMMON ISSUES
RELATING TO
ASSIGNMENTS
Students don’t read assignment brief
Students don’t read Assessment criteria
Students don’t allow enough time to complete assignments –
especially teamwork assignment and portfolio/blog
Students not attending lectures, so missing out on advice and
feedback

15. ADVICE
– FROM
A
STUDEN
T LAST
YEAR
Definitely leaving research towards the
end of a report was a bit of mistake for
me on some reports. If I got it done first
then I could of got a better grade on
some reports on some of the modules.
Wish I had made use of the library a bit
more early on as it wasn't until the end
of the year that I made full use of it. It is
a great resource with more than just
books on offer.

16. MORE ADVICE
Make sure you use
Blackboard as there
is loads of information
on there
01
Don’t leave
everything until the
last minute!
02
Learning
Development unit
gave me some really
useful advice
03
Individual meetings to
review progress were
very helpful - I wish
there was more of
them
04

17. INTRODUC
TION TO
PEOPLE
MANAGEM
ENT:
INTRODUC
TION
Pia Carnegie

18. PEOPLE
MANAG
EMENT
What’s different about
managing people?
Skills and behaviours
required
Collective vs
Individual?
Role of HR and
Management
In groups, address these 4 areas

19. WHAT’S
DIFFERENT
ABOUT
MANAGING
PEOPLE?
It’s a big step and we are still
not necessarily good at
preparing people for this key
part of their development.
The roots of people
management (and, therefore,
of HRM) lie deep in the past.
Just as the tasks that have to
be carried out in modern
organisations are allocated to
different jobs and the people
who perform those jobs,
humans in ancient societies
divided work between
themselves.

20. ASSETS
• Your employees are the biggest
asset you have.
• Their performance and attitude
can result in the success or failure
of your business.
• Managers are required to lead,
motivate, train, inspire, and
encourage.
• On the other hand, they can also
be responsible for hiring, firing,
disciplining, training and
evaluating.
• These functions seem to be at
odds, but a successful manager
can integrate both the positive and
negative aspects of these tasks to
create a positive, productive work
force.

21. HRM
People management, also known
as human resource management
(HRM), encompasses the tasks of
recruitment, management, and
providing ongoing support and
direction for the employees of an
organization.
These tasks can include the
following: compensation, hiring,
performance management,
organization development, safety,
wellness, benefits, employee
motivation, communication,
administration, and training.
Effective managers are good at
managing people. This means
having the skills to get the best out
of people. It doesn't mean
narrowly controlling them. Skilled
managers are good at inspiring,
coaching, empowering, developing
and motivating people.

22. GETTING IT
RIGHT
When managing the people within an
organisation, a manager must focus on
both hiring the right people and then
getting the most out of these people.
New recruits must provide the
organisation with the best talent available
that meets the needs of the business.
The organisation must look ahead to how
a new employee can be used to their
fullest.
Getting the most out of an employee
means a business has consistent policies
and practices in place to provide its people
with appropriate training and development.
Employees are involved as "partners" in
the business.

23. POTENTIAL
Probably the most important task a manager
will face when dealing with the people under
their direction is that of bringing out the best
in them.
Unlocking people potential is often seen as
the key to any business's success.
When an employee's talents are not
channelled correctly, their behaviour can
seriously compromise the success of an
organisation.
Some of the roles that an employee who is
not being used to his potential can take on
are as follows: procrastinator, martyr, gossip,
manipulator, backstabber, narcissist, a deer
in the headlights, black hole, stonewalled,
curmudgeon, bully, and predator.

24. EFFICIEN
CY
When evaluating an
organisation's workforce,
there are several areas that
must be addressed. First,
the staff must have the
tools and resources that
they need to do their jobs
effectively.
Employees cannot be
blamed for an
organisation's inefficiency if
they are not provided with
the equipment necessary
to perform adequately.

25. ONE VS THE
MANY
Individualism
emphasizes the
values and interests
of a particular
individual.
Collectivism, on the
other hand, promotes
loyalty of an individual
towards the work
group to which he
belongs.
In other words, the
goals of the group are
always ranked higher
than any individual.
Is that the right
managerial attitude to
have?

26. SKILLS?
 Good Communication
 Patience
 Organisation
 Interest in Others
 Ability to Relate
 Flexibility
 Ability to Listen
 Trust
 Good Judgement
 Empathy
 Open Mind
On your own, rank these managerial skills from most to least important.
Form groups to compare your rankings. Can you think of any other necessary skills

27. YOUR
THOUGHTS?