Introduction to People Management Assignment Sample

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Introduction to People Management Assignment 

People management refers to the idea of hiring, managing, leading and developing team members for the benefit of an organisation in its way of achievements. People management is beneficial for an organisation to increase the productivity of the business. People management comes intending to make the working environment a better place for employees as well as organizations. Employees are the fuel for any organisation so people management is necessary to tackle every facet of a company. People management has larger implications for any organisation as it is beyond only the idea of making employees satisfied in every day’s work.

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Leadership and Management

Leadership and Management are phrases that are often considered identical. It refers to the exercise of recruiting, tutoring, engaging and employing people to utilize their talent and increased productivity which is a very important part of effective management. As a chief part of management, amazing leadership behaviour affects the development of an atmosphere in which every staff or employee can build and excel themselves (Turoff et al. 2020). Leadership is regarded as the prospective to motivate and drive the team efforts towards the target of achieving the goals. The influences may be from traditional sources like it is provided as the accession of managerial position in a company.

List of primary leadership qualities

Figure 1: List of primary leadership qualities

(Source: researchgate.net, 2022)

A manager should have the traits of a leader; he or she must have efficient leadership qualities. Leaders create and build strategies that develop and sustain competitive possibilities. Any organisation nowadays is requisite for extraordinary leadership and efficient management for optimizing its efficiency of the organisation (Kavanagh et al. 2020)'

Dissimilarities between manager ship and leadership

Figure 2: Dissimilarities between manager ship and leadership

(Source: Inspired by Baumers and Dominy, 2021)

Leaders and managers have differences in theory characteristics. The dissimilarity between leader and manager can be depicted by the conception they hold regarding chaos and order. A manager always wants to keep control over the employees which gives stability to solving any problem that can arise in an organisation. They try to resolve any organisational unwanted issues very quickly, sometimes even before they fully realize the importance of the problem (Baumers and Dominy, 2021). On the other hand leaders in contrast stays much more comfortable in any work atmosphere which lacks structure where they can build the solution and implement it to face it instead of focusing on the problem only. They can tolerate any unwanted chaos and are always willing to delay closure in terms to acknowledge the problems more closely. These two fundamentally dissimilar approaches have a noticeable impact on the preparedness of a person to take risks for the betterment of any organisation.

A manager has to execute all five parts of achieving a goal, planning, arranging, staffing, administrating and controlling but leadership is a part of this (researchgate.net, 2022). It is a general phrase that is not fully connected to manager ship. A person becomes a manager by the virtue of his post in the team or the organisation and on the other side of the coin a person becomes a leader based on his or her personal qualities. A human being can be a leader or have leadership qualities by his or her inner qualities. As an example, leaders of a welfare organisation, class, club and social organisation and others. Therefore it is apt to depict the line, “All managers are leaders but all leaders are not managers”.

According to me, businesses should focus on maximizing the values of both e leader and the manager. It means recruiting people in position who has proven them to be both strong manager and leader as well. Once a company came to know about someone’s ability to manage and lead it will help in the organization’s talent management decisions. Each job within an organisation can be a good fit for someone who is a strong leader and a strong manager as well.

Relationships and Negotiation: Reflection on Working Conditions, Pay and Strikes

A kinship in negotiation is a perceived linkage that can be personal, psychological, economic and political as well. Whatever the basis is an efficient leader always liked skilled and experienced negotiators to work to promote strong bonds because effective leadership depends on it. A positive negotiation connection is very significant for an organisation not because they generate a warm or fuzzy atmosphere but because they promote trust which is very important for securing desiring moves from others (Vajpai and Tribhuvan, 2021). Research in the social sciences has proven that people tend to answer to others’ actions with the same kind of actions, if other people coordinate with us and treat us with desired respect then will do the same thing to them as well. And if others tend to seem competitive we are also likely to cooperate that way with them. The mature nature of trust promotes the value of taking time to know others and create rapport before anyone begins to negotiate. But anyone should not assume that he or she can build a bond simply by exchanging little friendliness before meeting the person (Cruz et al. 2022). Rather they should try to keep a personal relationship by meeting informally.

Relationships and Negotiation in a workplace

Figure 3: Relationships and Negotiation in a workplace

(Source: creativemanitoba.ca, 2022)

In a nutshell, negotiation is the fundamentally communicative practice between individuals. The method of the negotiators’ communication and relation can left a vital effect on the negotiation process. As an example, some previous research shows that kinship of communal sharing leads to better empathy and collaboration in negotiation, preferable performances in making the decision and performing tasks. It also helps in increasing the attention to the other teams’ results. Negotiation is often regarded as not a way to discuss the issue but as a path to learn about the other parties and increase interdependence. In some cases of negotiations, the relationship is the main negotiable goal, and the other parties may make adjustments on substantive issues for preservation or uplift the relationship.

Negotiators are now administrating in a more informal way that can the resources to identify the terms of work which could be used in their workplace. But the issue of security, parental responsibility and others are worldwide and apply one way to every worker in all workrooms varies (Pan, 2020). Employees are sometimes supplied by various others issues like temporary employment services, and different unwanted challenges and security regarding employment are one of them. Workers supplied by temporary employment services face many challenges, and security of employment is one of the Workers supplied by temporary employment services face many challenges, and security of employment is one of the Though there is no properly mentioned contract or framework for the employment and the works as well, there will be a list of regulations and conditions that can apply in practice and also be enforced by the employers in various ways (Dugdale et al. 2019). Pointing the perfect individual and institution to bargain with is a must-followed condition for negotiation. A negotiator can utilize this framework for trying and realizing that terms of work are significant to the employees that they desire to represent. Knowing the most important fact to the workers helps in defining the best would be bargaining partner in an organisation.

Talent Management: The Woke Generation

Talent management is not only essential to hire people for the organisation but also important to understand the exact time of hiring. Developing people internally for the future is the traditional model of hiring supply (Jyoti, 2019). This perspective can create equal chances of making and losing money by investing in an organization’s people. Temporary employment cannot fetch substantial returns for any organisation. These trends of talent management lost charm with the rise of a great corporate career. The traditional model is constructing a new model while breaking up itself. We can see the increased outside hiring along with the increased employee turnover. Changes are brought over by organizations with the increased pressure from the market as well as to speed up the delivery of services (Wilton, 2019). The trend of lifetime employment has decreased now. The percentage of employees in the 1980s was around 54% in the lifetime employee category. The percentage has downgraded to nearly 33% in 2009.

Figure 4: Talent management strategies

(Source: Inspired by Parkinnson et al. 2018)

The vital question of people management that arises from the trend is how we can manage next-generation employees. The new generation of employees does not believe in the old-school idea of sticking around to the need of the organisation. The new generation of employees takes risks in their careers. They can easily accept failures and make themselves prepare for the same (Sherer, 2022). We can see people build a career around jobs and believes in a clear performing management system. A renewed social contract with the employees is needed to address the work-life balance issue and job flexibility.

The psyche and attitude towards work are changing in the new generation of employees. Organizations have understood the importance of retaining talented people. The war for talent is the new management practices (Grealish et al. 2019). Woke culture is becoming more meaningful across society. We can see employees searching for companies that accept their views and take stronger steps in cultural debates. The ‘Wonkiness’ ideology highlights the nuanced and distinctive views from topic to topic and across borders. We can see a large-scale difference in moral codes in western cultures. Companies are facing a tightrope situation in taking care of important social issues while managing internal business relationships.

A substantial amount of pressure is on organisations while hiring and nurturing the right talent globally. Global leadership understands that the 'Wonkiness' trend can bring chaos and disruption to their customers and other shareholders. Strategies to develop a business need the right people to execute those (Leroy et al. 2018). A knowledge-driven economy demands skilled workers. Management is facing competition in the war for talent from the rising talent pool. I can see the work trend has created a generational gap for the older generation who are conservative in their views. Young people trust the idea of living through experience. Money is the security factor for older people. The difference in the mind-sets of both generations can be seen in the workplace in the form of frustration (Parkinson et al. 2018). People management in the work generation has changed its way. We can see that employers are undertaking surveys. They are counting opinions through implementation. Micromanaging of staff trend is far gone. Employers must find staff output trends.

Conclusion

A talent mind-set needs to be developed in organizations at top levels. An employee value proposition is to be founded for employees just like the proposition founded for customers. The way of differentiation is important. A company must make the differentiation based on its investment in the top and low performers. Great vision tends to fail if the skill inventory of an organisation is not good. Globalization is making it difficult for organizations to develop people at the same rate. Organizations are habituated to talent poaching by giving them lucrative compensation. One of the biggest challenges for any organisation is to stop poaching by other organizations in talent management.

Recommendations

A good leader can be impactful in the success of a team, organisation and himself. An effective leader according to me must understand his weakness, strength and motivations. Great leaders can connect with their teams through open communication. They can encourage employee growth and development (Gibson et al. 2021). Effective leaders are not the ones who assign tasks sitting in a corner; they must know the ways of managing their teams effectively. Employees feel happier and more productive under good leaders. They connect better to the organisation. I think leaders need to engage in honest and open communication. People managers need to be straightforward. They must have transparency and honesty. I think great leaders must be able to customize their way of communication to suit each situation and the preferences of team members. Leaders need to build a real personal connection with team members to build a shared trust environment. Leaders can focus on knowing their personalities, interests, preferences and views.

I think leaders must encourage personal and professional growth. Leaders can motivate their employees to do their best and take on new challenges. Employees can achieve a feeling of satisfaction by overcoming challenges. Leaders need to believe in their employees and allow them to grow and learn. The positive attitude of the leaders promotes trust among employees (tryexponent.com, 2022). A positive workplace tends to create a more productive workforce. An effective leader must engage their employees in learning rather than giving orders. Teaching is the best method to grow. I think team managers can set clear goals and expectations for the employees. Team members must know the vision of their leader. Leaders can give direct feedback about performance. People can never improve with indirect feedback. I think a leader must be open to new ideas. The rigidness of a leader cannot make ample opportunities for the employees to share their points.

References

Journals

Baumers, M. and Dominy, J., 2021. Practical Management for the Digital Age: An Introduction for Engineers, Scientists, and Other Disciplines. CRC Press.

Cruz, A.D., Hernandez, J.M.R. and Arévalo, C.R.A., 2022. Mind the queue: understanding challenges of introducing e-government policies for entrepreneurs during Covid-19 in a Latin American country. Information Technology & People, (ahead-of-print).

Dugdale, J., Negre, E. and Turoff, M., 2019. Introduction to the minitrack on ict and artificial intelligence for crisis and emergency management.

Gibson, R., Williams, P. and Hancock, J., 2021. An introduction to the assessment and management of psychodermatological disorders. BJPsych Advances, 27(5), pp.305-312.

Grealish, L., Chaboyer, W., Mudge, A., Simpson, T., Cahill, M., Todd, J.A., Ownsworth, T., Krug, M., Teodorczuk, A. and Marshall, A.P., 2019. Using a general theory of implementation to plan the introduction of delirium prevention for older people in hospital. Journal of Nursing Management, 27(8), pp.1631-1639.

Jyoti, K., 2019. Green HRM–people management commitment to environmental sustainability. In proceedings of 10th international conference on digital strategies for organizational success.

Kavanagh, E., Adams, A., Lock, D., Stewart, C. and Cleland, J., 2020. Managing abuse in sport: An introduction to the special issue. Sport management review, 23(1), pp.1-7.

Leroy, H., Segers, J., Van Dierendonck, D. and Den Hartog, D., 2018. Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review, 28(3), pp.249-257.

Pan, X., 2020. Exercise under death-anxiety: Investigating individual exercise psychology and behavior from perspective of terror management and behavioral immune system introduction. Journal of Applied Sports Sciences, 1, pp.3-21.

Parkinson, D., Duncan, A., Archer, F., Dominey-Howes, D., Gorman-Murray, A. and McKinnon, S., 2018. Introducing new national Gender and Emergency Management (GEM) Guidelines to support more inclusive disaster risk reduction work. Australian Journal of Emergency Management, pp.28-30.

Sherer, P.D., 2022. Introduction to A Research Agenda for Strategic Human Resource Management. A Research Agenda for Strategic Human Resource Management, pp.1-18.

Turoff, M., Dugdale, J. and Negre, E., 2020, January. Introduction to the Minitrack on Information and Communication Technologies for Crisis and Emergency Management. In Proceedings of the 53rd Hawaii International Conference on System Sciences.

Vajpai, I. and Tribhuvan, P., 2021. Employee Engagement Based Framework for the Introduction of Internal Marketing and IntCRM in the It Sector (No. 7062). EasyChair.

Wilton, N., 2019. An introduction to human resource management. An Introduction to Human Resource Management, pp.1-632.

Websites

creativemanitoba.ca, (2022), Relationship Management & Negotiation Styles, Available at: https://creativemanitoba.ca/topic/relationship-management-negotiation-styles/ [Accessed on: 1st December, 2022]

researchgate.net, (2022), Leadership and Management Skill Set, Available at: https://www.researchgate.net/figure/Leadership-and-Management-Skill-Set_fig4_242176084 [Accessed on: 1st December, 2022]

tryexponent.com, (2022), An Introduction to People Management, Available at: https://www.tryexponent.com/courses/people-management/people-management-intro [Accessed on: 1st December, 2022]

 

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