Mastering People Management , livre ebook

Thorogood Publishing - Thomas Mark

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111 pages

English

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Description

In a time of rapid change and intense competition the greatest resource for any business is its people. This book explains how to build and develop a successful team by motivating, empowering and leading people. Based on in-depth experience of developing people and initiating change within many organisations, Mark Thomas provides a practical guide to mastering the essential techniques of people management.

Sujets

Strategic management

Informations

Publié par	Thorogood Publishing
Date de parution	11 décembre 2013
Nombre de lectures	0
EAN13	9781854188595
Langue	English

Informations légales : prix de location à la page 0,0366€. 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
© Mark Thomas 2007
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.
ISBN: (10) 1 85418 328 1 (13) 978 185418328 6
The author
Mark Thomas BSc (Econ), DipPm, FIPD is a Senior Partner of Performance Dynamics Management Consultants, an international business consultancy specializing in change management, human resources and executive development. He also holds the post of Assistant Professor at the Tias Business School in Holland.
Prior to Performance Dynamics he worked with Price Waterhouse Management Consultants where he advised on the organization issues arising out of strategic change. His business experience encompasses mergers and acquisitions, privatizations and major restructuring initiatives. He currently manages a wide range of client assignments from business planning facilitation and organization reviews through to a wide range of executive development activities encompassing internal consultancy skills, team building and leadership development.
Previously he held a range of management roles in the information technology and food industries where his experience involved all aspects of organization development and human resource management.
Mark’s work focuses on strategic change management and executive development. He facilitates business planning and top team events and runs a wide range of organization transformation programmes. He works throughout Europe, North America, Australia and the Far East and is a frequent conference speaker and writer on organization and human resource issues, having contributed to a number of books on organizational change. He was also previously Programme Director for Management Centre Europe’s Strategic Human Resource Management Programme, and is currently Programme Director for a leading UK Mini MBA seminar. Mark’s experience covers financial services, telecommunications, manufacturing, transport, information technology and local and central government. His clients include many major international and global corporations.
Mark was educated at the University of Wales and the London School of Economics and is a visiting faculty member of the University of Tilburg and their Tias Business School. He is also a Fellow of the UK Institute of Personnel and Development.
As well as writing many articles on business issues his books include: Gurus on Leadership (Thorogood, 2006) High Performance Consulting Skills (Thorogood, 2003) Supercharge Your Management Role – Making the Transition to Internal Consultant (Butterworth Heinemann, 1996) Mergers and Acquisitions – Confronting the Organization and People Issues (Thorogood, 1997) Project Skills (Butterworth Heinemann, 1998) The Shorter MBA (Thorsens, 1991)
He can be contacted at www.performancedynamics.org
Icons
Throughout the Masters in Management series of books you will see references and symbols in the margins. These are designed for ease of use and quick reference directing you quickly to key features of the text. The symbols used are: Key Question Guide to Best Practice Action Checklist Key Learning Point Activity Key Management Concept
We would encourage you to use this book as a workbook, writing notes and comments in the margin as they occur. In this way we hope that you will benefit from the practical guidance and advice which this book provides.
Chapter One - What is management?
You are a manager! Welcome to the world of people management
The classic problems
About five months ago Jean Simons gained a promotion to a new managerial role. She had been a top class information systems designer and had earned a first class reputation as a technical specialist. It was on this basis that her boss decided to promote her into a management role. Jean herself was excited about the new role and the fact that it would provide, at long last, an opportunity to manage other people. Yet within two months of her appointment her team of six programmers and two designers were experiencing all kinds of problems and frustrations, and were soon complaining about Jean’s management style. Jean herself attributed these difficulties not to herself, but to her clients’ ever changing demands, but her team were only discussing one thing and that was Jean’s inadequate people management skills. Relationships soon became strained and the performance of the unit started to deteriorate rapidly. Jean had made the transition from technical specialist and been welcomed to the world of people management.
James is a great salesman – top seller for the last six years – but the day we promoted him to sales manager proved a bit of a disaster. He has a team of six people working for him but he still manages to outsell them all, whilst in some cases their productivity has declined. His problem is he just does not manage his team. James has to learn to leverage his team and realize if he can get them working properly they will achieve far more than his individual efforts.
Carlos is a brilliant thinker and produces some terrific work but the turnover amongst his people is a real worry. Exit interviews with his people have identified a number of major problems with his management style. Whilst people generally respect his technical capability and experience they dislike his dominant ‘I know best’ attitude which results in him not listening to people and irritating the hell out of them. He will delegate work only to instantly be chasing people to see whether they have completed it. He does not appear to trust his people to really delegate.
Maria is a great accountant but she fails to deal with the issues amongst her team. She chooses to ignore the issues of poor performance and time-keeping with the result that human resources have to get involved at a later stage and we end up with much bigger problems. She just seems more comfortable with the technical side of her role and chooses to ignore the people issues.
Pierre’s 360º performance appraisal feedback is dreadful. It appears to all that he is a real bully and has only one way to influence others, and that is to dominate them. People have accused him of talking over them, not listening, even shouting and banging his fist on the table!! I know he gets results but if this continues we are going to have to do something about him. He needs to recognize he has a problem and I am not sure he does at the moment.
As managers, the people skills we use on a daily basis are the major foundation of our business and career success – such skills effectively differentiate the superior leaders and managers. Yet most managers spend little time reviewing or developing their people management skills and practices. Today we work in complex organization and matrix structures where old levels of accountability are frequently blurred. We are tasked with having to generate new business, solve complex problems and look after an ever demanding workforce that has increased ambitions and expectations. Matrix structures are often difficult to work in and past levels of organizational accountability have often been surrendered to more ambiguous reporting lines. So the demands and pressures on managers are increasing all the time. Yet these day-to-day pressures frequently mean we have little time to stand back and analyze what it is we are doing. Often daily pressures mean we keep running without any reflection time. The danger of course is that we start developing dysfunctional practices and habits, and in today’s competitive world this is a dangerous trap in which to fall. Any professional manager needs to be constantly reviewing and fine-tuning their people management skills. It is the major basis on which we can differentiate ourselves as business managers.
The effectiveness of the people who work for you is not solely determined by their individual competence, rather as much your ability to manage them – to motivate, develop and coach them! In turn your success as a manager is often determined by the way you manage your boss. In both relationships we need to ask whether we are given, and also provide, sufficient levels of autonomy, responsibility and guidance. Ultimately our leadership effectiveness is determined by our ability to develop strong working relationships and achieve high performance results through them. Ultimately business success is all about people and influence.
Against this background of rapid change many of our traditional approaches to management are under seige. Authority in today’s organization is not automatically given to someone because of their position in the hierarchy. Knowledge and expertise have now gained currency at the expense of older styles of management that too often paid deference to rank and authority. People no longer expect or are prepared to carry out tasks simply because they are told to do so by a manager. People want to know the ‘why’ of an action, as well as the ‘what’. No longer can any manager in any organization be confident that their past management performance will guarantee future s