PEOPLE MANAGEMENT

All of us are responsible for managing others at some stage in our working lives. In order to get the best from your team, it is essential that you understand effective people management strategies as well as your own natural approach to people management.

Definition of People Management.

People management can be defined as the process of controlling and monitoring individuals. The concept of people management is widely used surrounded by organizations where the manager's most important obligation is to manage people. In order to increase the usefulness of the people the manager has to head, motivate and inspire people. Sometimes rules are defined to manage people resembling time lines, duties etc. In order to manage the people Human Resource Departments are established surrounded by the organizations.

People Management Styles

There are six general styles of people management: coercive, authoritative, pace-setting, democratic, affiliative and the coach. These styles each have advantages and disadvantages, and are suited to different situations and personalities. Understanding your own favoured management style, and tailoring it to the situation at hand is essential to improving your people management performance. Coercive The coercive manager tells people what do do and shouts at them until they do it. This is one of the more popular, but less effective management styles. It is detrimental to the motivation of the team and can deaden creativity and initiative. Coercive management is most effective in situations where there is only one available course of action, and where that course of action must be followed swiftly and precisely according to instructions. It is a powerful tool to be saved for moments of necessity, rather than wasted on everyday office situations. Authoritative While the coercive manager tells people the "what, when and how", the authoritative management style focuses more on setting objectives and encouraging individuals to work out their own priorities. It can be effective when dealing with unmotivated and apathetic staff, and is seen as a means of turning around problem teams.

However, the authoritative management style can fall as flat as a pancake when working with knowledgable and hardworking teams. Most team members who know what they are doing want only encouragement to continue in the right direction, rather than a schoolteacher to come in and tell them what to do. Pace-setting The pace-setting manager is usually the hardest-working member of the team. This is an effective management style when working with individuals who will be motivated by example, but obsessive target-setting can lead to resentment, careless error and disintegration of the team. Democratic Democratic managers turn everything into a team decision. In some circumstances this can be extremely effective: team members who have had a say in the design of a product, or the approach to a set of objectives, may be more motivated when carrying out the tasks involved. However, in particular situations, democratic management can be impractical and even lead to a decrease in respect for the manager. If the team feels that the manager is unable to make an independent decision, then their motivation to carry out the eventual decision may be less than 100%. Affiliative The focus of affiliative people management is not the management, but the people. Affiliative managers are primarily concerned with the physical and emotional well-being of their staff, sometimes to the detriment of the objectives and responsibilities of the team. The coach Similar to the affiliative manager is the coach, whose goal is not so much the well-being as the education and development of the staff. For many new and inexperienced staff, the coach can be the ideal manager; however, when working on important or urgent projects, or with experienced teams, the coach management style may be inappropriate and even detrimental to the team goals. Summary Of the various management styles, only the coercive style is almost overwhelmingly negative. Each of the other styles as a place and a purpose in the effective manager's repertoire - the trick is to employ the different styles selectively, according to the situation, the individual at the atmosphere of the team.

Strategic People Management

The national local government workforce strategy advises councils to adopt a 'strategic people management' approach to ensure that their workforce is focused on achieving the council's objectives and improving services. An effective workforce strategy, integrated with the overall corporate strategic plan, will help councils ensure that they have the right people, in the right places, with the right skills, at the right time. This is often known as a people strategy. This strategic approach provides a launchpad for organisational development

People Management Skills - 7 People Management Techniques

People management skills r mrtt walks f life. Whether 're rich r poor, employed r unemployed, a corporate CEO r a plumber, strengthening t skills live t life desire. Imagine w much easier life w b f people heeded r r wish! Yr kids w b willing t tr chores, r spouse w m f r chores, r business life w soar t w heights! Surprisingly, strong people management skills mk t possible. Even f feel k currently none, gain t people skills b becoming familiar wt m basic psychology t putting t knowledge t work fr . W share m basic desires. W many f t same wt needs. W meet t needs f others, people tend t b very easy t t along wt. Wt patience, practice, a willingness t understand people, develop strong people management skills. Here r m techniques fr strengthening r people management skills: 1. Pt yourself tr shoes. If tr position, w k yourself a manager? Grt managers know wt people r thinking feeling. T're qk t pick up things work hard t solve problems m tr team. Ak yourself f 're willing t t same. 2. Sw gratitude appreciation. Y mt feel appreciative f r team, bt without action t'll never know t. Always b t lookout fr w exciting ways t w t emotions.

Remember t "Thank " w others something nice fr . People t b appreciated a sincere "Thank " mk tm feel ! T tend t want t please even more w t know appreciate wt t . Sw r appreciation b doing special things fr others tt know t'll appreciate. 3. Give sincere compliments. Tk bt wt really k bt r team point t things out regular compliments. If 're sincere, chances r tt t recipient w sense r genuine appreciation. 4. Treat others wt respect. Strive t always treat people wt respect, matter wt tr stance life. Treat tm t way 'd k t b treated. T shows character strength, both f w r characteristics f someone wt superior people skills. 5. Delegate appropriately. W delegate t rt tasks t t rt people, everyone gets a chance t excel t team works together t t best. T raises t morale f t people around motivates tm t a job. 6. B t. Honesty always t best policy. If 've r b caught a lie, know w quickly lose someone's trust. Earning maintaining trust mrtt people management skill. W others trust , t believe , r opinions mean more t tm. 7. Listen attentively. Listening fifty percent f communication. Truly listen t wt t tt people r telling . Mk effort t understand tr point f view, even f don't agree wt t. W t know consider tr feelings mrtt, 've already won half t battle