People Management CW1: Leadership, Training & Talent Management

This report provides an overview of people management principles, focusing on leadership and management styles, training and development programs, and talent management strategies within an organizational context, using Morrisons supermarket as a case study. It examines different leaders...Read More

Introduction to People
Management CW1

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
Leadership and Management......................................................................................................3
Training and Development..........................................................................................................4
Talent Management.....................................................................................................................5
Recommendations :- ...................................................................................................................6
CONCLUSION ...............................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Employees are the main resource of the company as they operate overall functionality of
business by ensuring the better results within the organisation with the aim of gaining higher
results and profitability. People management referred as obtaining, using and also maintaining
the satisfaction of the employees. As per this, personnel management is the planning, organizing,
integration, compensation and maintenance of the employees for the sole purpose of contributing
to the objectives and goal of the company. As per this, Morrisons is the chosen organisation, it is
the fourth largest chain of supermarkets and the headquartered in Bradford, West Yorkshire and
the company is founded in 1899 by William Morrison and they are dealing in food and drink,
clothing, florist, petrol and books. This report will cover the operations of the company also the
applicability of certain theories and models with the focus on necessary knowledge, skills and
behaviour for the management.
MAIN BODY
Leadership and Management
Leadership is defined as the action of leading a group or an organisation so that they can
follow the action of their superior so that all the work can be accomplished in an appropriate
manner. There are various functions that are being done with the consideration so that all the
work can be done with the right approach so that higher level of profitability can be gained.
Leader is the one who commands a group, organisation for ensuring attainment of their redefined
goals. The leadership style is being adopted by the many leader so that the management can
directly affects the overall performance of the company in an appropriate manner. The culture of
the company also influenced the overall performance of the company. There are various
leadership style that is being used by the leaders so that they can establish the goods brand image
in the market. The Lewis style of leadership is explained as follows:
Lewin leadership style:-
It is the leadership style which is being proposed by Lewin and his team member in 1939
and basically there are three basic leadership style such as autocratic, delegation and democratic.
These all aspects is having their their own responsibilities and roles. These are explained as
follows:

 Autocratic leadership style :- This is the leadership style which is being sued by the
leader who do not listen to their employees. They just work in the centralised manner and
also follows their own actions. As they believe that leaders set their own deadlines in
order to complete the task and making their ow goals without discussing to their
subordinates. These type of leader do not usually involves group activity within the
organisation.
 Democratic Leadership style :- It is the leadership style which is used many
organisation and also having the consideration to be one of the chosen leadership style
by many leaders as they are having the consideration of taking the advantage from the
employees and also having the main concern for having suggestions and feedback form
their respective staff. Leaders are the one who is responsible for all the final decision
which is taken by them and they also take part in group activities and also take the
suggestion from their employees so that innovation can be gain in the large market.
 Delegative leadership style :- This leadership style is also knows as the laissez faize
leadership style. In this style the power are being given in the hands of the employees or
can say that leader give the power to their employees or the group members so that all the
work is being done with proper integrity and responsibility. Full freedom is being given
being given for completing the certain task in well-defined manner.
In consideration to the Nissan company, they are using democratic leadership style so
that they can ensures the improvement of their employee's performance in various departments.
The leader of the company also influence and promote the standards of their employees by
taking regular feedbacks so that loopholes can be identified and they can be improves within the
short period of time. These also the aspects is being delegated to the staff so that all the work can
be complete with the right approach.
Training and Development
This is being considered as the most significant task within the organisation as they do
not only focuses on enhancing the overall productivity of the company but also helps the
employees to develop their skills and knowledge. Training is being given to them so that an
organisation also ensures the effective conduct of their various task in an appropriate manner and
also leads to create the better system within the organisation. When an organisation develop the
training programme to the employees with the aim of having different benefits to them so that

right level of consideration can be gain in the market and also able to have the consideration of
their further improvement. If the employees is improving their performance then it directly
effects the overall functionality of the business. By given them training, new sets of skills can be
again which also leads to have the better approach in their working. In relation to Nissan, it is
vital to conduct the certain training programmes to the employees so that effective results can be
gained in the overall productivity of the venture. Training and development plays vital role in
improving the overall performance of the company. The importance of developing various
training programs are explained a follows:
 Learn about the industry and technology:- when an organisation is conducting various
training programs, the staff of Nissan also leads to grab the new methods of working and
operations. They also known about the latest technology which make them innovative
and they can adopt the new technology by doing so in many ways so that all the
operations can be run in well define manner. They also ensures the technology, ethics and
the quality standards of the employees.
 Training for new employees and responsibilities :- In an organisation, cross culture
training is being developed by the organisation so that an employees can better
understand the multiple role by new employees also the same in an appropriate manner.
This also helps in having the better consideration to the employees in grabbing the
technology and machines.
 Developing soft skills:- it is the major by giving proper training and development to the
employees their also able to learn the certain soft skills which includes intelligence,
resilience and so on. These aspects helps them to adopt the change within the
organisation also able to perform well in the given field.
Talent Management
It is basically the anticipation of the employees that is needed for the attainment of the
organisational goal in an appropriate manner. These aspects helps in framing strategy by which
organisational objective can be attained. Talent management includes all the task that comes
under the role of human resource manager , hiring the deserving candidate who can perform
perform well by using their integrated set of skills and abilities as well. This is considered as the
responsibilities of the person who are responsible for managing the talent management within the
company. Being an employees, it is the duty of the company to perform well so that they can

have the major consideration to their results within the organisation. The talent management also
underpin the performance management in certain ways. In relation to Nissan, when the company
is having proper strategy for their job roles which can also the retention rate of their employees
within the organisation. The talent management process also gives the improvement to the
overall performance in context to the Nissan these are explained as follows:
 Planning :- It is the step which is considered as the initial stage of the talent management
process. In context to Nissan, the management of the company is necessary to identify the
needs of human capital, keys roles and their job description that has been developed and
workforce is being plan for the sole purpose of recruiting the employees.
 Attracting :- It is the vital for Nissan to decide whether they use the internal source of
recruitment or filling up the vacant position within the organisation so that better results
can be gained within the organisation. Further, they can use the job portals such as
Nuukri.com, Timejob.com, social netwokring sites such as Linkedin, Twitter etc. in order
to fill their vacant job role.
 Selecting:- For recruiting and selecting the employees of the management in context to
Nissan, they need to take the written test and schedule the prospective interview in order
to choose the best candidate.
 Developing:- After selecting the employees in this step workers of the company is being
prepared as per the profile of the company. In context to Nissan, they can develop the
orientation programme for their employees which also can enhance the skills and abilities
of the the individual as per the needs of their job role.
Recommendations :-
Knowledge required by management to serve the three key areas :-
 Leadership and Management:- In context to company, the management must have the
knowledge about the various styles of leadership and theories by which all the task can be
carry out in an effective manner.
 Training and Development:- An organisation must having the better knowledge and
developing and managing the personal of the company so that they can improve their
productivity.

 Talent Management :- It is vital for the management to have the knowledge about all the
process of managing the people so that all the operations can be conducted in an
appropriate manner.
Skills required by management to serve the three key areas :-
 Leadership and Management:- they must focuses on the time management of skill and
decision-making by which all the task is being done in an appropriate manner.
 Training and Development:- This is vital for the management to have the forward
planning and strategic thinking skills can be completed by employees.
 Talent Management :- the management of the organisation must have the effective
communication skills so that they can effectively recruit the employees fir the given job
role.
Behaviour required by management to serve the three key areas :-
 Leadership and Management:- This is vital for the company to help the workers and also
motivate them for their better working in giving the assignment in an appropriate manner.
 Training and Development:- The management of the company must have the better
relationship for building which also reduce the stress of the organisation.
 Talent Management :- the management of the company must always having the honest
behaviour as well as to their customers.
CONCLUSION
From the above report, this is concluded that management of the individual in the
organisation which also directly related to the existence and performance of the organisation in
the large market. Democratic leadership style is being followed by Nissan company and along
with this, this reprot also conclude the talent management process in context to the respective
company. Afterwords, this report also concluded that skill, behaviour and knowledge that is
necessary by the management for improving the overall performance of the company.

REFERENCES
Books and Journals
Averina, T., Avdeeva, E. and Perevalova, O., 2018. Introduction of management innovations in
the work of municipal organizations. In MATEC Web of Conferences (Vol. 170, p.
01121). EDP Sciences.
Kesavan, P., 2021. Methods and Introduction to Findings. In Enablers of Organisational
Learning, Knowledge Management, and Innovation (pp. 85-133). Springer, Singapore.
Ahl, H., 2018. Introduction: Nordic perspectives on human resource management. In Human
Resource Management: A Nordic Perspective (pp. 1-14). Routledge.
Burnard, T., 2021. Introduction: The Management of Enslaved People on Anglo-American
Plantations, 1700–1860. Journal of Global Slavery. 6(1). pp.1-9.
Luan, W. and Zhao, R., 2018. Confucian Classical Philosophy and Modern Management
Principles—An Introduction and Analysis of Zeng Shiqiang’s Management
Thinking. DEStech Transactions on Social Science, Education and Human Science,
(ichae).
Meza-Mejía, M and et. al., 2020. Introduction. Strategy, Power and CSR: Practices and
Challenges in Organizational Management, Emerald Publishing Limited, Bingley,
pp.329-339.
Webb, S.P., 2017. Knowledge management: Linchpin of change. Routledge.
McGovern, N.Y., 2018. Radical collaboration and research data management: An
introduction. Research Library Issues, 296, pp.6-22.
Smith, S.D. and Whitmore, D., 2019. Introduction to ‘Project management’by M.
Snowdon. Proceedings of the Institution of Civil Engineers-Management, Procurement
and Law. 172(5). pp.206-216.