By Michael Armstrong
Pt. 1. top, dealing with and constructing basics. best humans --
Managing humans --
Developing humans --
pt. 2. techniques to HRM and L&D. the concept that of human source administration --
Delivering HRM --
The position and association of the HR and L&D capabilities --
The contribution of HRM and L&D in numerous forms of association --
The specialist and moral method of HRM and L&D --
pt. three. humans administration approaches. worker engagement --
Change administration --
Flexible operating --
pt. four. administration abilities. coping with oneself --
Managing interpersonal relationships at paintings --
Influencing humans --
People administration talents --
Problem fixing and selection making --
Analytical, severe and consultancy talents --
Information dealing with abilities --
Business and fiscal talents --
Postgraduate examine abilities.
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Extra info for Armstrong's handbook of management and leadership : developing effective people skills for better leadership and management
You should also understand: ● ● ● ● ● What managing means The purpose of managing The role of the manager The process of strategic management The relationship between leadership and management Introduction Management is essentially about managing people. indb 23 12/1/2011 11:20:07 AM 24 Leading, managing and developing fundamentals or their part of it by managing their other resources — finance, work systems and technology. Additionally, they have to manage time and themselves. The word ‘management’ is derived from the Italian verb ‘maneggiare’, which means ‘to handle a horse’.
Strategic management Strategic management is an approach to management which involves taking a broad and longer-term view of where the business or part of the business is going and managing activities in ways which ensure that this strategic thrust is maintained. Business model innovation Business model innovation is an approach to strategy which focuses on how the firm creates value. The aim is to change the ways in which companies view their business operations and to provide guidance on mapping their future strategy.
The key strategic management activity as identified by Thompson and Strickland (1996: 3) is ‘deciding what business the company will be in and forming a strategic vision of where the organization needs to be headed – in effect, infusing the organization with a sense of purpose, providing longterm direction, and establishing a clear mission to be accomplished’. The focus is on identifying the organization’s mission and strategies, but attention is also given to the resource base required to make it succeed.