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Managing people

By:

Thomson, R

Publication details: Oxford Butterworth-HeinemannEdition: 3rd edDescription: 235ISBN:

0750656182

Subject(s):

Summary: This text addresses issues concerning the organization as a whole rather than simply focusing on the perspective of the individual manager. It reflects the modern move towards performance management as an organizational business strategy. A system model of how the different parts of human resources (HR) fit together is included, with the acknowledgemnt that different contexts require different approaches. The role of the individual manager is also looked at within these contexts. The text looks at the stakeholder persepective as it affects the management of people, and links human resource management policy and practice to financial results. Comparisons between different countries introduces material that recognizes that the law in this area now originates in Europe, and it is acknowledged that many managers now work for multinational companies. New material on the management of stress and insecurity, and on decision making and how to involve people has been included, and information on what authority and leadership means in relation to the workforce has been added.

Holdings
Item type	Home library	Class number	Status	Date due	Barcode
Book	Hillingdon Hospitals Library Services (Hillingdon Hospitals NHS Foundation) Shelves	HF5549 THO (Browse shelf(Opens below))	Available		HIL000181

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Previous	HF5549 NEW Managing change step by step: all you need to build a plan and make it happen	HF5549 PAC Organizational Communication	HF5549 SAD Leadership	HF5549 THO Managing people	HF5549 THO Managing Financial Resources	HF5549 WEA Resources management	HF755 WOO Frank Wood's book-keeping and accounts	Next

Monograph

This text addresses issues concerning the organization as a whole rather than simply focusing on the perspective of the individual manager. It reflects the modern move towards performance management as an organizational business strategy. A system model of how the different parts of human resources (HR) fit together is included, with the acknowledgemnt that different contexts require different approaches. The role of the individual manager is also looked at within these contexts. The text looks at the stakeholder persepective as it affects the management of people, and links human resource management policy and practice to financial results. Comparisons between different countries introduces material that recognizes that the law in this area now originates in Europe, and it is acknowledged that many managers now work for multinational companies. New material on the management of stress and insecurity, and on decision making and how to involve people has been included, and information on what authority and leadership means in relation to the workforce has been added.

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