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People Management Assignment (Doc)

   

Added on  2020-10-05

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INTRODUCTION TOPEOPLE MANAGEMENT

Table of ContentsINTRODUCTION...........................................................................................................................1Area 1: LEADERSHIP AND MANAGEMENT.............................................................................1Area 2: TRAINING AND DEVELOPMENT.................................................................................2Area 3: TALENT MANAGEMENT...............................................................................................5CONCLUSION................................................................................................................................6REFERENCES................................................................................................................................6

INTRODUCTIONPeople or Human Resource Management is an internal organizational discipline thatdeals with recruitment, administration, guidance and development of a business' workforce (AlAriss, Cascio and Paauwe, 2014). This report focuses on an individual research based portfoliofor given NHS Case Study specifically focusing on three key areas viz. Leadership andManagement, Training and Development, Talent Management. Apart from this, it providesrecommendations how NHS can improve its practices to cope up with future challenges as wellas focus on the internal and external influences affecting the key highlighted areas.Area 1: LEADERSHIP AND MANAGEMENTThere are many theories that have been propounded in regards to Leadership andManagement. Earlier, traditional leadership approaches such as 'Heroic Leadership' wereengaged in order to demarcate the line of authority between Leaders and their subordinates(Cappelli and Keller, 2014). Theoretical frameworks such as Trait Model focused more on thesupervisory and control aspect assuming that most leaders were born with a specific set ofleadership traits. Another model called Behavioural Leadership Model emphasized on thedifference in level of authority possessed by an individual in an organization. Lastly, AutocraticLeadership Model suggested that decision making must be limited to a leader and subordinatesmust follow.However, over the years this demarcation dissolved into a 'collaborative or contemporarystyle of leadership' where leaders welcomed their associates to indulge in the process of decisionmaking and planning of important functional tasks of a business entity (Ehnert and Harry, 2012).A contemporary or collaborative style of leadership approach argued that an effectivemanager/leader must possess cognitive and behavioural capability to identify and respond tocomplexness present in the business environment. This leadership style also invests in buildinglong-term relationships in the workplace and encourages constructive criticism at the same time.As per the NHS case scenario, the latest King's Fund report implements a shift in theleadership approach in the healthcare system from traditional heroic approaches to acollaborative one. They point out the importance of internal transformation of processes led byfront-line staff and service users emphasizing on the need of a more distributed leadership styleto be set in place. This requires adoption of organic methods that favour 'curiosity and invitation'1

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