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Reviews: "The definitive guide on the processes of management and leadership."
— Commerce and Industry
"A revealing book that will help readers to develop leadership skills in others and guide them towards personal excellence as a leader."
— Business Executive
"Provides a complete presentation of all that students need to know to pass CIPD qualifications."
— Management Services
Description: In order to make an effective contribution, HR specialists have to be good at management, leadership and developing themselves and others. However in addition, they need to be aware of the management and business considerations that affect their work. Armstrong’s Handbook of Management and Leadership provides guidance on the processes of management and leadership with particular reference to what managers and aspiring managers need to know and do to make a difference.
This new edition is the only book that covers in one volume the new Leading, Managing and Developing People and Developing Skills for Business Leadership modules, which are part of the Chartered Institute of Personnel and Development’s Leadership and Management Standards.
Additional online teaching and learning resources can be found on Kogan Page website.
Contents:
PART ONE: Leading, managing and developing fundamentals • Leading people • Introduction • Leadership defined Leadership theories • What leaders do • Leadership styles • Types of leaders • The qualities of a good leader Leadership development Effective leaders • References • Managing people • Introduction • Management defined • Purpose of management • The role of the manager • Strategic management • Leadership and management compared References • Developing people • Introduction • Learning and development defined Experiential learning Self-directed learning • E-learning • Coaching • Mentoring • Personal development planning • Formal training and instruction • Leadership and management development • Blended learning • References
PART TWO: Approaches to HRM and L&D • The concept of human resource management • Introduction • The background to HRM • Enter HRM • The development of the HRM concept HRM today • References • Delivering HRM • Introduction • HR architecture • The HR system • HR practices • The HR delivery model References • The role and organization of the HR and L&D functions • Introduction • The role of HR • HR activities • The organization of the HR function • Evaluating the HR function • The HR role of line managers • The role, purpose and organization of the L&D function • The relationship between HRM and L&D • References • The contribution of HRM and L&D in different types of organization • Introduction • The overall contribution of HR • The contribution of learning and development • The impact of HRM on performance • HRM in different contexts • The contribution of HRM in the public sector • The contribution of HRM in the voluntary sector • The contribution of HRM in SMEs • International HRM • References • The professional and ethical approach to HRM and L&D • Introduction • Professionalism • Organizational codes of practice (ethics policies) • The meaning and nature of ethics " • The nature of ethical decisions and judgements Ethical theories • Ethical concepts • The ethical dimension of HRM • HRM ethical guidelines • Ethical dilemmas • Managing within the expectations of the law References
PART THREE People management processes • Employee engagement • Introduction • The meaning of employee engagement • The theory of engagement • Drivers of employee engagement • Outcomes of engagement • Enhancing overall employee engagement • Enhancing job engagement • Enhancing organizational engagement • Measuring engagement • References • Motivation • Introduction • The meaning of motivation • Types of motivation • The process of motivation • Motivation theories • Critical evaluation of motivation theories • Motivation strategies • References • Commitment • Introduction • The meaning of organizational commitment • The importance of commitment • Commitment and engagement • Problems with the concept of commitment • Factors affecting commitment • Developing a commitment strategy • References • Change management • Introduction • Types of change • The change process • Change models • Resistance to change • Implementing change • The role of HR in leading and facilitating change • Guidelines for change management • References • Flexible working • Introduction • Forms of operational flexibility • Multi-skilling • The flexible firm • Job sharing • Homeworking • Teleworking • Flexible hours arrangements • Overtime and shift arrangements • Developing a flexibility strategy • The role of HR and L&D • References
PART FOUR Management skills • Managing oneself • Introduction • Individual differences • Dimensions of personality • Self-awareness • Time management • Personal organizing skills • Managing stress • Principles of continuing professional development • Professional and ethical approaches to self-management at work • References • Managing interpersonal relationships at work • Introduction • Team working • Networking • Communicating • Assertiveness • Handling emotional behaviour • Handling conflict • Negotiating • Organizational politics • Meeting HR aims in a politically astute and ethical manner • Liaising with customers • Reference • Influencing people • Introduction • Effective supervision - providing direction • How to motivate people • Delegating • Persuading people • Chairing meetings • Facilitating and coordinating discussions • References • People management skills • Introduction • How to conduct a selection interview • How to conduct a performance review meeting • How to ensure that people learn and develop • How to make an effective presentation • How to manage projects • How to manage poor performance • How to conduct a discipline meeting • Reference • Problem solving and decision making • Introduction • Problem solving • Decision making • References • Analytical, critical and consultancy skills • Introduction • Evidence-based management • Analytical skills • Logical reasoning • Critical thinking • Critical evaluation • Developing and justifying original arguments • Consultancy skills • References • Information handling skills • Introduction • Handling information • HR information systems • Using statistics • References • Business and financial skills • Introduction • Business skills • Financial skills • References • Postgraduate study skills • Introduction • Effective learning • Study skills • Essay and report writing • References
Appendix • Leading, managing and developing people: indicative module content • Developing skills for business leadership: indicative module content ISBN - 9780749465520
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Pages : 368
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