Introduction to People Management Report: NHS Case Study, MG411

This report provides a comprehensive analysis of people management practices within the National Health Service (NHS). It examines three key areas: leadership and management, training and development, and talent management. The report delves into the operational context of the NHS, exploring how these areas underpin performance management. It identifies relevant theoretical models, such as trait theory, human relations management theory, reinforcement theory, and expectancy theory, and their application within the organization. The report offers recommendations for required knowledge, skills, and behaviors for effective management in each area. The analysis includes an overview of the NHS's structure and operations, and how it implements HR policies and regulations. The report concludes by highlighting the interconnectedness of leadership, training, and talent management in fostering organizational effectiveness and employee performance. The report also covers the talent management practices using the 5 B's of talent management.

Introduction to people
management

Table of Contents
INTRODUCTION...........................................................................................................................1
Area 1: Leadership and management ..............................................................................................1
The operational context of the organisation.................................................................................1
Relevant applicable theoretical models ......................................................................................2
Recommendations with a focus to required knowledge, skills and behaviour needed by
management ................................................................................................................................2
Area 2: Training and development..................................................................................................3
The operational context of the organisation.................................................................................3
Relevant applicable theoretical models ......................................................................................3
Recommendations with a focus to required knowledge, skills and behaviour needed by
management ................................................................................................................................4
Area 3: Talent management ............................................................................................................4
The operational context of the organisation................................................................................4
Relevant applicable theoretical models.......................................................................................5
Recommendations with a focus to required knowledge, skills and behaviour needed by
management.................................................................................................................................6
CONCLUSION................................................................................................................................6
REFERENCE...................................................................................................................................7

INTRODUCTION
Management of people is the essence of organisational effectiveness that helps to manage
the things and activities in business organisation. Managers enter in to technical background
from management which is required to organise all things and maintain the profitability. In
organisation there is require effective management which underpins leadership in order to
improve effectiveness and increase the people performance who are working at workplace. This
programme will be enable middle managers to get the positive results with the help of employees
contribution (Armstrong and Taylor, 2014). This is important for organisation to manage people
who are working at work place and maintain the good performance. In organisation HRM is
main department in which a person have responsibilities and authority to make rules and
regulation for organisation welfare as well as people welfare. To understand about managing
people NHS organisation has been selected that was established in 1948 in England. By using
different policies and regulation such organisation is influencing people effectively. This report
covers three areas leadership & management, training & development and talent management.
Topics which are discussed in this report that are organisational context, theories and
recommendation about all areas.
Area 1: Leadership and management
The operational context of the organisation
NHS refers National health services that is health care organisation running their business by
providing health to people who are suffering from diseases. This is public healthcare providers in
UK that offers a comprehensive range of health services, free at the point of use for people
ordinary resident in UK. This organisation research the market and make network position in
order to run their business and increase the operation. This corporation his having various
department which are managed by HRM who is playing an important role and making the
services well (Collings, Wood and Szamosi, 2018). Leadership and management are playing
important role in NHS where all activities are operated by HR department in which Management
and leadership manage all activities and motivate employees to work effectively. Managers in
NHS understand the problems of employees and their customers and supports them to work in
good way by solving their problems. Leader, supports their employees which helps to accept the
new challenges and improve the business performance.
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Relevant applicable theoretical models
NHS is large size organisation where it provides health care services to poor people at
free of cost. Its aim is to develop the research and provide good health to people so they can live
long term. For maintain their effective management different management and leadership theory
is used by NHS management that are as defined:
Trait theory – This theory states that leaders and managers are born who is not made.
They have good characteristics, traits and personality which distinguish from others. By using
this theory leaders and managers perform all functions and motivate their employees which helps
to deal with difficulties and make efforts to complete the task. This is effective theory in which
manager and leaders uses their characteristics and skills which helps to improve their health
services (Gibbons, 2018).
Human relation management theory – This theory states that people who are working
in organisation have desire to be a component of their supportive team in order to growth and
development of business. According to this theory management and leaders focuses on
organisational productivity by maintaining good relations with employees and people. According
to this, leaders motivates its people and increased motivation and productivity. This is effective
model which helps NHS management to take part in supportive group and helps people to
complete task (Hislop, Bosua and Helms, 2018).
Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the above discussion it has recommended that NHS management is require
knowledge about health care services, employees information, knowledge about rules and
regulations which is related to employees welfare, management skills, communication skills and
motivational skills which helps to maintain good management and effectiveness within
organisation. Moreover, behaviour of leader and manager should be attraction and
understandable which can helps to understand problems and get them a better solution
(Flyvbjerg, 2017).
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Area 2: Training and development
The operational context of the organisation
Training and development is important for employees as well as organisation where
people are get learn new things in order to face the new technology and challenges. New
technology and process is used used by management to provide good health to people which can
help to increase the organisation productivity and profitability. In context to NHS organisation
different types of training and development programme are run by management which helps to
deal with new challenge. In other words, this is main operation of organisation where employees
are instructed and taught technical knowledge which is related to their jobs. NHS focuses on
teaching employees which helps to complete specific tasks by increasing efficiency (Analoui,
ed., 2018).
Relevant applicable theoretical models
Reinforcement theory – This theory mainly emphasis on training and development to
individuals who are working in organisation. It also emphasis on learning behaviour of
employees and suggest them to repeat this behaviour which is attached with positive results.
According to this theory training and development programmes should be aligned with
company's goal and expected to get positive results. Different types of rewards and provides to
employees in the form of salary raises, bonuses, certificates awards, promotion and support
which definitely processes to effective management. In context to NHS, employees are running
their organisation by providing training and development to them which raises their confidence
level and maintain the profitability (Dumas and et. al., 2018).
Expectancy theory – This is also effective theory which are used by business
organisation to complete their targets with the help of employees. If new technology and process
is adopted by management then this is required to provide them training and learning which can
help to increase the organisational performance. NHS is health care organisation which uses
expectancy theory in which individual behave in certain way because they are motivated by
selecting a behaviour which can help to get good results (Ballantyne, 2018).
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Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the training and development area it recommends that training and development is
important for organisation which helps to accept the new methods and process of work in order
to maintain good performance. There should be information about new technology and process
which is company is providing in order to improve business performance. To provide training to
people manager should have certain knowledge, skills and behaviour which can help to maintain
the good performance and increase organisational profitability. In training and development
programme managers generally supervises their staff which helps to deal with daily activities
and maintain the quality of work (Russ, 2014). In context to NHS, to provide training and
development an individual should have knowledge about changes and area in which, going to
provide education. There should be bachelor's degree from many position and knowledge about
organisational development which helps to deal with challenges. Training and development
manager should have communication skills, thinking skills, decision making skills and
interpersonal skills and leadership skills which helps to motivate, organize and instruct their
employees so they can increase their knowledge and experience in order to improve the business
performance. By having knowledge and skills organisation can perform their business activities
and raises the profitability.
Area 3: Talent management
The operational context of the organisation
Organisation is having different types of operation and work which needs to done
efficiently. The manager of corporation recruits talented people who have special knowledge and
ideas to complete the task and attain business goals. If managers are talented then they can
perform well in organisation and increase the performance. In NHS, talent manager is having
speciality which helps to complete the goals and objectives by identifying position, hiring
suitable person, developing skills and expertise in order to attain them. To operate their business
talent manager of NHS facilitates good education and skills which helps to deal with challenges
and maintain the effectiveness (Honarpour, Jusoh and Md Nor, 2018). All operations in context
to chosen corporation maintain the all activities in good form and create advantages by sharing
the knowledge. The roles and responsibilities of talent manager is to develop and present pitches
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to potential clients, evaluating talent, conducting auditions, negotiating prospective business
deals, creating marketing strategies to promote clients, securing and marketing gigs and
performance.
Relevant applicable theoretical models
Talent management is critical for organisational success as it become difficult to
complete the needs and wants of people and increase the organisational performance. HRM
department implies attracts and selects the best talent in order to managing and developing
effectively (Meyer and Grosse, 2018). In NHS, this is required to have talented managers who
are capable to understand problems of patients and provide them better solution which helps to
improve the business performance. To maintain the talent management NHS is using different
theories that are as defined:
5 B's of talent management – This model is used to increase the knowledge and skills of
people which make them experienced and good in business performance. All description about
B's are as defined:
Buy – This is a recruitment process which states how a talent is buy and how it works in
organisation in order to accomplish goals.
Build – This helps to build, grow and develop the people from skills and competence
perspective to make sure continued competitive advantages.
Borrow – Securing the assistance of internal and external consultants that can help for
short time by showing talent (Pool-Funai, 2018).
Bind – In this process management focuses on how to retain and bind their talented
employees in the organisation which gives positive outcomes.
Bounce – In this management focuses on how to let go people who are not fit for
organisational purpose.
Each organisation is having different culture and work where needs talented employees is
also different. By using 5 B's talent management theory, organisation can find out best
employees who are specialised in health care, make strategy to retain them in NHS that helps to
increase the business performance.
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Recommendations with a focus to required knowledge, skills and behaviour needed by
management
From the discussion it has recommended that managers should know talent in their
employees and should assign the work accordingly which can help to increase the organisational
productivity and profitability (Stark, 2015). In NHS, managers evaluate the employee's
performance and get information what work they perform effectively and good way. They assign
the work or area of health services in which they are specialised and have capability to perform
well. To become a talent manager there is need to have high knowledge, capabilities, experience
and good performance which helps to improve the organisational productivity and profitability.
With the help of this the goals and objectives of organisation are improving on continuous basis.
CONCLUSION
From the report it has concluded that people management is the course that provides
excellent knowledge about people management skills. Manager should have good knowledge
and skills which helps to improve the organisational performance. Management and leadership is
the process of organisation where management understand needs and provide a good knowledge
to maintain high performance. With the help of effective leadership and management, talent
management and training and development organisation can retain their employees for long
term. To maintain good work and motivate employees training should be provided by
management and leaders which can satisfied employees and they feel comfortable.
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REFERENCE
Books and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Collings, D. G., Wood, G. T. and Szamosi, L. T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Gibbons, P., 2018. Managing Humanitarian Action: An Introduction. In International
Humanitarian Action (pp. 397-415). Springer, Cham.
Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A critical
introduction. Oxford University Press.
Flyvbjerg, B., 2017. Introduction: The iron law of megaproject management. Bent Flyvbjerg,
pp.1-18.
Analoui, F. ed., 2018. Human resource management issues in developing countries. Routledge.
Dumas, M., and et. al., 2018. Introduction to business process management. In Fundamentals of
Business Process Management (pp. 1-33). Springer, Berlin, Heidelberg.
Ballantyne, H., 2018. An introduction to change management theory for veterinary nurses: part
one. Veterinary Nursing Journal. 33(11). pp.305-308.
Russ, M., 2014. Introduction—What Kind of an Asset Is Human Capital, How Should It Be
Measured, and in What Markets?. In Management, Valuation, and Risk for Human
Capital and Human Assets (pp. 1-33). Palgrave Macmillan, New York.
Honarpour, A., Jusoh, A. and Md Nor, K., 2018. Total quality management, knowledge
management, and innovation: an empirical study in R&D units. Total Quality
Management & Business Excellence. 29(7-8). pp.798-816.
Meyer, K. E. and Grosse, R., 2018. Introduction to managing in emerging markets. Oxford
handbook of managing in emerging markets, pp.3-34.
Pool-Funai, A., 2018. Ethics in Fiscal Administration: An Introduction. Routledge.
Stark, J., 2015. Product lifecycle management. In Product lifecycle management (Volume 1) (pp.
1-29). Springer, Cham.
(Armstrong and Taylor, 2014)(Collings, Wood and Szamosi, 2018)(Gibbons, 2018)(Hislop,
Bosua and Helms, 2018)(Flyvbjerg, 2017)(Analoui, ed., 2018)(Dumas and et. al., 2018)
(Ballantyne, 2018)(Russ, 2014)9Honarpour, Jusoh and Md Nor, 2018)(Meyer and
Grosse, 2018)(Pool-Funai, 2018)(Stark, 2015)
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