There is a plethora of information available for busy HR practitioners but what they really need is a clear, concise and comprehensive analysis of the theory and practice of people management within contemporary organizations. Indeed, much has been written about Human Resource Management and Organizational Behavior, which rigorously explores each scientific field, yet there is a lack of an integrated examination of both fields. The author begins by describing the new world of business and management, which is characterized by continuous change and precarious employment. He examines the individual at work, group behavior, people resourcing, performance and development and the employment relationship and he concludes with a look at organizational change; i.e. the nature of the sorts of changes that take place in companies of all sizes and how the process of organizational development can be managed effectively through people management. This guide provides a thorough examination of the key areas of organizational psychology and people management and offers an easy to digest theory on each topic coupled with the latest empirical evidence. All the core theories of HRM and OB are presented in a methodical and critical manner, appealing to time-starved professionals who wish to acquire a detailed overview of people management rapidly. Throughout the book, several suggestions will be made to managers for ways of applying various HR theories to the workplace. The reader will uncover how to manage people but won’t be offered prescriptions because the best way of managing people depends on the context.

There is a plethora of information available for busy HR practitioners but what they really need is a clear, concise and comprehensive analysis of the theory and practice of people management within contemporary organizations. Indeed, much has been written about Human Resource Management and Organizational Behavior, which rigorously explores each scientific field, yet there is a lack of an integrated examination of both fields. The author begins by describing the new world of business and management, which is characterized by continuous change and precarious employment. He examines the individual at work, group behavior, people resourcing, performance and development and the employment relationship and he concludes with a look at organizational change; i.e. the nature of the sorts of changes that take place in companies of all sizes and how the process of organizational development can be managed effectively through people management. This guide provides a thorough examination of the key areas of organizational psychology and people management and offers an easy to digest theory on each topic coupled with the latest empirical evidence. All the core theories of HRM and OB are presented in a methodical and critical manner, appealing to time-starved professionals who wish to acquire a detailed overview of people management rapidly. Throughout the book, several suggestions will be made to managers for ways of applying various HR theories to the workplace. The reader will uncover how to manage people but won’t be offered prescriptions because the best way of managing people depends on the context.

A Short Guide to Facilitating Risk Management is for all those who need to make sound decisions in important but risky situations; people who work with groups to identify, prioritize and respond to risks, and who wish to deliver value. The authors provide readable and practical advice in terms of avoiding pitfalls, understanding risk management and the role of facilitator. They include guidance for running workshops, and working with small groups and individuals.

Armstrong looks at the role and responsibility of the line manager as a personnel manager, covering topics such as employee development, performance management, health and safety issues, and the legal framework.

Many organisations have spent small fortunes to set up risk processes and supporting tools which then fail to deliver the expected value. This is because rational processes don't work well when trying to get groups of people to agree what is risky, why and what to do about it. If you need to make sound decisions in important but risky situations; work with groups to identify, prioritise and respond to risks, deliver value and, along the way, ensure the credibility of the process and the resilience of your organisation, A Short Guide to Facilitating Risk Management is for you. It sets out a very practical approach to how the risk management process can deliver value through effective facilitation. It brings together Ruth Murray-Webster's expertise in the human aspects of risk and risk attitude and Penny Pullan's wide experience of the facilitation of project workshops to cover five main areas: avoiding pitfalls - how to makesure you are better prepared, better able to use your knowledge with groups and better able to avoid unsupported or skewed results; an understanding of risk management - to refresh your own knowledge and provide the basis for knowledge and ideas you can share with your group(s); understanding your role - whether you are a full-time facilitator or a line manager with the need to improve risk management, you'll learn the skills you need and gain an understanding of how best to develop them; tried and tested tips for each step of the risk management process - proven practices showing how you can use the right mix of workshops, small groups and individual work to keep people engaged and get results; running risk workshops - the whole area of making workshops work. This book is illustrated with practical examples from the authors' experience and their findings from interviews and surveys to help you get the best from your groups when they're working together, both face-to-face and virtually.

Human Power is exponential and immeasurable. Effective utilization of the same is a great art indeed and involves lots of techniques. Handling the power within us and with others is not as easy as handling other resources (land, capital & entrepreneurship). No wonder, human resource functions have assumed greater significance in every organization in recent times. If a failure occurs in any of the aforesaid 3 resources, the root-cause for such failure is the human resources and that is why they are called live-wire. There has been a total paradigm shift in organizations’ perspective –the amount spent on people towards training which was hitherto considered as an expense is now being viewed as an investment on Human Capital. That is how the emergence of Human Resource Department has taken place who acts as a link & fulcrum to all other activities in any business enterprise. The sole objective of this book The Art of Managing Human Power is to develop every individual as a productive Human Capital. Hopefully this would not only meet the requirement of every manager in an organization and all students of business schools but also would prove to be a simple guide for people management.

Good management is a precious commodity in the corporate world. Guide to Management Ideas and Gurus is a straight-forward manual on the most innovative management ideas and the management gurus who developed them. The earlier edition, Guide to Management Ideas, presented the most significant ideas that continue to underpin business management. This new book builds on those ideas and adds detailed biographies of the people who came up with them-the most influential business thinkers of the past and present. Topics covered include: Active Inertia, Disruptive Technology, Genchi Genbutsu (Japanese for "Go and See for Yourself"), The Halo Effect, The Long Tail, Skunkworks, Tipping Point, Triple Bottom Line, and more. The management gurus covered include: Dale Carnegie, Jim Collins, Stephen Covey, Peter Drucker, Philip Kotler, Michael Porter, Tom Peters, and many others.

Why getting results should be every nonprofit manager's first priority A nonprofit manager's fundamental job is to get results, sustained over time, rather than boost morale or promote staff development. This is a shift from the tenor of many management books, particularly in the nonprofit world. Managing to Change the World is designed to teach new and experienced nonprofit managers the fundamental skills of effective management, including: managing specific tasks and broader responsibilities; setting clear goals and holding people accountable to them; creating a results-oriented culture; hiring, developing, and retaining a staff of superstars. Offers nonprofit managers a clear guide to the most effective management skills Shows how to address performance problems, dismiss staffers who fall short, and the right way to exercising authority Gives guidance for managing time wisely and offers suggestions for staying in sync with your boss and managing up This important resource contains 41 resources and downloadable tools that can be implemented immediately.

Tap the talent and get the most from your team. The solution to every new manager's problems, this fully updated and revised guide shows how to get the most and the best from one's staff and covers leadership, team management, delegation, reward/discipline systems and more. New to this edition: updated information on working with employees on goal and career management, downsizing and laying off employees, sexual harassment and EOE, interviewing techniques, and more. Updated and revised with updates on layoffs, sexual harassment, interviewing, and more. Pell is an expert in his field, with 50 years in HR and teaching experience.