Armstrong's handbook of management and leadership : by Michael Armstrong

By Michael Armstrong

Pt. 1. top, handling and constructing basics. top humans --
Managing humans --
Developing humans --
pt. 2. methods to HRM and L&D. the concept that of human source administration --
Delivering HRM --
The position and association of the HR and L&D capabilities --
The contribution of HRM and L&D in numerous different types of association --
The specialist and moral method of HRM and L&D --
pt. three. humans administration approaches. worker engagement --
Motivation --
Commitment --
Change administration --
Flexible operating --
pt. four. administration abilities. dealing with oneself --
Managing interpersonal relationships at paintings --
Influencing humans --
People administration talents --
Problem fixing and determination making --
Analytical, serious and consultancy abilities --
Information dealing with talents --
Business and fiscal abilities --
Postgraduate learn talents.

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Extra info for Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management

Example text

The answer to the question posed at the beginning of this section is that management is different from leadership although they are closely associated. Management is the process of making effective use of all available resources in order to achieve goals while leadership focuses on the key resource which enables goals to be achieved, ie people. Management necessarily involves leadership and leadership necessarily involves management. indb 28 12/1/2011 11:20:08 AM Managing people 29 K e y l e a r n i n g po i nt s Management Management is the process of making things happen.

They expressed the belief that: ‘Today… many pressures are demanding a broader, more comprehensive and more strategic perspective with regard to the organization’s human resources’ (ibid: 4). They also stressed that it was necessary to adopt ‘a longer-term perspective in managing people and consideration of people as a potential asset rather than merely a variable cost’ (ibid: 6). Beer and his colleagues emphasized that people should be treated as potential assets rather than variable costs. They suggested that HRM had two characteristic features: (1) line managers accept more responsibility for ensuring the alignment of competitive strategy and HR policies; and (2) HR has the mission of setting policies that govern how HR activities are developed and implemented in ways that make them more mutually reinforcing.

To provide a background to an analysis of the HRM concept, this chapter therefore starts with a brief history of personnel management. The chapter continues with a description of how the notion of HRM has evolved from its beginnings in the 1980s, covering first the concept as initially defined by the American pioneers, second how this concept was developed and questioned in the 1990s and third, what HRM looks like today. The background to HRM HRM grew out of the increasingly sophisticated approaches to personnel management, which started in the late 1930s and reached maturity in the 1960s and 1970s.

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