Gurus on People Management , livre ebook

Thorogood Publishing - Sultan Kermanlly

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81 pages

English

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This book is a one-stop guide to the world's most important writers on managing people. It summarises all the key concepts and the contribution of each of the leading thinkers in the field, with pro's and con's of each theory.Managers HAVE to manage people. It is the most difficult and yet the most rewarding function. This book is more than just a summary of the key concepts, it offers valuable insights into their application and value, including national and international real-life case studies that reflect some of the key issues of managing people.

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Strategic management

Informations

Publié par	Thorogood Publishing
Date de parution	24 novembre 2013
Nombre de lectures	0
EAN13	9781854188496
Langue	English

Informations légales : prix de location à la page 0,0370€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

First published in eBook format 2013 Thorogood Publishing Ltd 10-12 Rivington Street London EC2A 3DU Telephone: 020 7749 4748 Email: info@thorogoodpublishing.co.uk Web: www.thorogoodpublishing.co.uk
© Sultan Kermally 2004
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying, recording or otherwise, without the prior permission of the publisher.
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than in which it is published and without a similar condition including this condition being imposed upon the subsequent purchaser.
No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the author or publisher.
A CIP catalogue record for this book is available from the British Library.
HB: ISBN 1 85418 325 7 • PB: ISBN 1 85418 320 6
About the Author
Sultan Kermally holds degrees in Economics, Sociology and Law and Diplomas in Finance & Accounting, Marketing and Education. He is a Learning facilitator and management writer. He designs and delivers training courses in Business Strategy, Managing People, Managing Performance, Managing Knowledge and Personal Development. He has conducted training in the UK, the Netherlands, Belgium, France, Austria, the Middle East, Hong Kong and Tajikistan.
For several years he has held senior academic positions in Scotland and thereafter, senior management positions with Management Centre Europe in Brussels, The London Business School and The Economist Group.
He has been involved in management education and development for a number of years, including distance learning management education courses. He is tutoring MBA modules on Strategy, Managing Knowledge Managing People, Strategic Marketing and International Business for the Open University Business School and Durham University Business School.
He is the author of ten management books including his latest book on Effective Knowledge Management: A Best Practice Blueprint published by Wiley under the CBI fast-track series and Gurus on Marketing and Managing and Developing Talent published by Thorogood.
He can be contacted by e-mail: Skermally@aol.com - web: www.sultankermally.me.uk
Acknowledgements
My sincere thanks go to Neil Thomas and Angela Spall for giving me an opportunity to contribute to their Gurus on … series.
I thank the following individuals, organisations and websites for the help received: David W. Creelman, Editor HR.Com. Belinda Pianezza, HR.Com Editor. Becky Whiley, Head of Marketing, Investors in People, UK. Suzanne Evans, PR Consultant to the Ken Blanchard Companies, UK. (Becky and Suzanne have been very helpful in providing appropriate information.) Ken Blanchard Companies, UK. Investors in People. Management Centre Europe, Brussels. Butterworth-Heinemann. The Macmillan Company. McGraw-Hill Publishing. www.actiondesign.com . www.leaderstoleader.com.
My love and thanks go to my wife Laura, my children Zara, Pete, Susan, Jenny, and my grandchildren Matthew, Anna and Eve.
My gratitude and special thanks go to my daughter Zara who, at the time of writing, is nearly four years old. She has been particularly helpful in ‘demonstrating’ the importance of needs and self-actualisation when I came to survey various motivational theories.
Chapter One - The challenges of managing people
“To see what you can be, start with who you are.”
ANON
Globalisation, empowerment, cross-functional teams, downsizing, restructuring, learning organisations, knowledge workers. If these buzzwords don’t sound familiar, they should, they are changing your life and the way you manage people.
Managers have to manage people. I would say managing people constitutes at least 80% of the managerial function. It is the most difficult and yet most rewarding function. Most managers do not want to own up to the fact that they are inadequate as far as managing people are concerned. Even some organisations do not want to accept that all managers need continuous training and support in relation to their function of managing people.
When I was a Senior Director at Management Centre Europe, Brussels I devised and introduced a programme in 1987 called ‘Managing People’. My senior colleagues and even my ‘boss’ was against the idea of such a programme because they felt organisations would not enrol their managers for such a course. The course got an approval and it ran once a year. By the time I left MCE in 1989 it was scheduled to run several times a year. I am given to understand that it is now one of the most popular programmes at MCE.
It became popular because, in my opinion, organisations and managers began to realise the importance of the skill of managing people, and that this skill needs to be sharpened on a continuous basis. Increasingly we live in a world where the rate of change is accelerating; goals are becoming more varied and complex and where knowledge as a key strategic asset is contributing to business success.
People are our greatest asset. Is this hype or reality? For those organisations who genuinely believe in their people, managing people becomes the foremost managerial skill.
Managing people is not a matter of manipulation. It is about working with your staff and colleagues on a partnership basis to achieve the strategic goals of the organisation.
The success of an organisation depends on managing three sets of expectations. They are: organisational expectations; employee expectations; and customer expectations.
What does managing employee expectations involve? It involves understanding and the subsequent application of the following: Understanding of human needs and behaviour. What makes people tick? How to form collaborative relationships. How to recruit and select staff. Understanding the nature of psychological contract. How to retain staff. How to formulate performance goals involving your staff. How to monitor and measure staff performance. How to lead and motivate staff. How to communicate effectively with your staff. How to develop talent in your organisation. How to make your staff work effectively in teams. How to empathise with your staff. How to act as a mentor or a coach. The nature of change. The significance of work-family balance. How to gain commitment from your staff. How to create a thriving work environment. Above all, understanding self.
This is a very daunting task but it is imperative to acquire competences in all these aspects to manage effectively. In practice various dimensions of managing people and the importance of people in bringing about organisational success, come together in different forms.
Listen for possibilities
“If you should try to understand me
Through the eyes of your experiences,
Your only understanding will be
Misunderstanding.
For we have walked different paths
And have known different fears.
And that which brings you laughter just
Might bring me tears.
So if you can learn to accept me
And the strange things I say and do,
Maybe through your acceptance
You will gain understanding.”
Anon.
People management issues in practice
Chapter 18 of this book introduces some case studies that reflect some of the issues of managing people. These are national and international case studies.
(Disclaimer: I have no relationship whatsoever with the organisations which have supplied case studies. I use them to highlight and reinforce different dimensions of managing people involved in practice.)
Continuous improvement
It is also important to constantly review motivational and leadership factors involved in enhancing organisational effectiveness, irrespective of how successful you are at present. If a successful organisation like Dell finds it necessary to do so, so should other organisations.
So what has Dell done? The following is an article which appeared in Management Centre Europe E-Newsletter written by the author.
Managing by principles – Dell’s way
By Sultan Kermally, freelance writer and management author.
In Business Week 0f November 3, 2003, there is a cover story on Dell entitled ‘What You Don’t Know About Dell’. In this article the writers highlight the following six management principles Dell have adopted and presented them as ‘Management secrets of the best-run company in technology’. These principles are: Be direct. Leave the ego at the door. No excuses. No easy targets. No victory laps Worry about saving money, not saving face.
How do these principles translate into developing and managing talent in your organisation and enable you to formulate a talent development strategy?
BE DIRECT
According to the writers, workers are supposed to challenge their bosses and question everything. What lessons can organisations learn from this principle?
In practice this has implications in terms of recruitment and development.
Organisations at the recruitment stage should look for potential employees who have a challenging attitude. Choosing an expert in the field is fine but testing for interpersonal communication is also important. However, one should aim at selecting individuals with a challenging mindset. This is all about individual attitude and encouraging such an attitude within the context of corporate culture that facilitates promoting such an attitude.
LEAVE THE EGO AT THE DOOR
According to the Business Week article Dell “favours ‘two-in-a-box’ management in which two executives share responsibility for product, a region, or a company function.”
This is about working in a team and as a team member. According to Peter Senge, the ‘guru’ of Learning organisation, collective knowledge is created by working in teams. However, being a team member is not enough. What matt