MGT600: Reflective Analysis Report on Management, People, and Teams

This report presents a reflective analysis of management principles, focusing on strategic human resource management, communication, and the roles of managers. It explores key principles and theories underlying strategic people management, emphasizing their impact on organizational and individual performance. The analysis demonstrates effective communication strategies, reflects on the challenges faced by managers, and proposes a management model. The report highlights the importance of employee competence development, strategic partnerships, and operational measures for organizational success. It also addresses the significance of truthful and timely feedback in managing human resource issues. The author reflects on the challenges of managing a workforce and proposes solutions such as strategic principles and on-job training. The report concludes by identifying the importance of strategic management of human resources and the different networks used for this process, as well as discussing the functions and roles of managers and supervisors in detail.

Running head: MANAGEMENT
Reflective Analysis
Name of the student
Name of the university
Author Note:

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Table of Contents
Introduction................................................................................................................................3
Key principles and Theories that underlines the strategy..........................................................3
Demonstration of Effective Communication.............................................................................4
Reflection on roles and functions of managers..........................................................................4
Development and Justification of the model of Management...................................................5
Conclusion..................................................................................................................................5
Bibliography...............................................................................................................................6

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Introduction
The strategic management of people is undoubtedly one of the most important an d
rapidly growing areas of research. The management of people within an organization is one
of the key elements of the modern day business. The last few years has underwent a number
of different empirical studies and scientific research on the interlinking in between the
management of Human Resources and the performance of the firm.
Key principles and Theories that underlines the strategy
Human Resource management is one of the most important and key areas of
concentration for the people as because they help the management to improve the
performance of the business organization. As per my professional experience the presence of
proper human resource management policies has been one of the most important in nature
given its capability to achieve a competitive edge in the market and perform in a better
manner. I believe that the strategic management of the human resource is thus the
combination of the decisions and the tasks that helps to identify and meet the long term goals
of the enterprise. The modern day strategic HR management practices includes the creation of
a crisis management team, providing employee assistant programs, compromising with the
employees as well as negotiation with the employees. The major principles and theories that
helps in the underlining of the strategy includes;
a. Turning a strategic partner
b. Development of the employee competence
c. Identification of the strategic functions
d. Focusing on the different results
Being a HR Manager I have seen that all the different HR functions to manage the people
has a positive influence on their performance. The inclusion of the business as a strategic

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partner thus can help in the identification of new leaders and supervisors who can guide the
employees in the most positive manner and ensure the success of the organization. On the
other hand, the development of the employee competence through training sessions further
develop the performance plans of the business organization. Apart from this, the
identification of the strategic functions and the focus on operational measures of the business
unit is a source of major success for the business organization.
Demonstration of Effective Communication
Communication is one of the most important functions in the modern management.
Communication and feedback is key to the success of the working environment.
Communication as well as proper feedback s important for the successful working
environment. It has been seen by me and other professions as well that the presence of an
efficient communication implemented by the HR management helps to engage the staffs and
reduce the turnover rate. I have personally experimented upon the perspectives of business
communication in an efficient manner is important for the formulation of effective
techniques. These techniques helps the management to act in a balanced manner and provide
positive as well as negative feedback to the employees. Apart from this a truthful and timely
feedback along with a factual based communication is also highly important for the
management of the human resource issues.
Reflection on roles and functions of managers
As a manager, I have the idea of the modern day challenges that a company faces
while managing the workforce. Being a HR manager, I have to undergo a number of critical
challenges which is quite difficult for the people like us to handle. There are some critical
challenges that I face in the management which are quite problematic. The modern day

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provides us with new challenges which are quite difficult to handle given the current
scenario. As a professional manager some of the major challenges that I face are as follows;
a. Minding the gap in the level of the skills
b. High staff turnover
c. The creation of new innovative teams
d. Problem with the engagement of the employees
e. Employee retention
Development and Justification of the model of Management
Most of the companies I have worked in have dedicated leaders with strong
operational skills in order to maintain their quality and status. However, in most of the cases I
have seen the failure of such a system as most of the people in the leadership position lacks
the basic knowledge as well as the required experience to do so. I believe that these problems
can never be solved in such traditional manner, rather the application of strategic principles,
the inclusion of on job training and digital based business communication is key to the
success of the industry.
Conclusion
The following research has identified the importance of strategic management of
human resources and the use of the different sources of networks that are used for this
process. The report has also been made compact with the inclusion of the reflective analysis
of the topic, where the functions and role of the managers and the supervisors have been
discussed in detail.

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Bibliography
Boxall, P. (2018). The development of strategic HRM: reflections on a 30-year
journey. Labour & Industry: a journal of the social and economic relations of
work, 28(1), 21-30.
Forret, M., Smrt, D., Sullivan, S. E., Carraher, S. M., & Schultz, J. L. (2018). What is
HR/why is HR important/strategic HRM. In Teaching Human Resource Management.
Edward Elgar Publishing.
Madera, J. M., Dawson, M., Guchait, P., & Belarmino, A. M. (2017). Strategic human
resources management research in hospitality and tourism. International Journal of
Contemporary Hospitality Management.
Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-
HRM technology. The International Journal of Human Resource
Management, 27(19), 2233-2253.
Paauwe, J., & Boon, C. (2018). Strategic HRM: A critical review. In Human resource
management (pp. 49-73). Routledge.
Stokes, P., Smith, S., Wall, T., Moore, N., Rowland, C., Ward, T., & Cronshaw, S. (2019).
Resilience and the (micro-) dynamics of organizational ambidexterity: implications
for strategic HRM. The International Journal of Human Resource
Management, 30(8), 1287-1322.