Developing Human Resources is aimed at managers wishing to understand their role in human resource strategy. In a clear, succinct way the authors cover the skills and techniques required to design and implement an effective HRD policy. In addition, they tackle the important tasks of team building, recruitment and change management, as well as the role you play in motivating and appraising your staff. Real examples and case studies are used throughout to illustrate points in a practical context.

Developing Human Resources is designed to provide the underpinning knowledge and understanding required for any competency-based management course. It is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at Levels 4 & 5. It is particularly suitable also for managers on Certificate and Diploma in Management programmes, including those accredited by BTEC.
Rosemary Thomson and Dr Christopher Mabey are both lecturers in human resource management at the Open Business School.
Series adviser: Paul Jervis
The Institute of Management is the leading management institute in the UK and the largest in Europe. The institute embraces all levels of management from management students to senior executives. It offers a unique range of services for all management disciplines, enabling managers to develop themselves throughout their careers. If you would like to hear more about the benefits of individual or corporate membership, please contact: Dept HM Institute of Management Cottingham Road Corby NN17 1TT 0536 204222
Clearly and succinctly written
Covers the skills and techniques required to design an effective HRD policy
Endorsed by theInstitute of Management

Developing Human Resources is aimed at managers wishing to understand their role in human resource strategy. In a clear, succinct way the authors cover the skills and techniques required to design and implement an effective HRD policy. In addition, they tackle the important tasks of team building, recruitment and change management, as well as the role you play in motivating and appraising your staff. Real examples and case studies are used throughout to illustrate points in a practical context. Developing Human Resources is designed to provide the underpinning knowledge and understanding required for any competency-based management course. It is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at Levels 4 & 5. It is particularly suitable also for managers on Certificate and Diploma in Management programmes, including those accredited by BTEC. Rosemary Thomson and Dr Christopher Mabey are both lecturers in human resource management at the Open Business School. Series adviser: Paul Jervis The Institute of Management is the leading management institute in the UK and the largest in Europe. The institute embraces all levels of management from management students to senior executives. It offers a unique range of services for all management disciplines, enabling managers to develop themselves throughout their careers. If you would like to hear more about the benefits of individual or corporate membership, please contact: Dept HM Institute of Management Cottingham Road Corby NN17 1TT 0536 204222

This updated and exciting fourth edition of Managing People: A Practical Guide for Front-Line Managers addresses the growing needs of front-line managers who are not themselves specialists in personnel management but whose roles require them to have these skills. A growing trend over the last two decades has given these managers an increasing amount of responsibility of direct line management, which can be extremely challenging especially if the correct training is not given. This book examines how the different parts of managing people fit together, whilst acknowledging that different contexts require different approaches and recognizing ongoing organizational, environmental and legal changes that affect the employment framework. It recognizes the rapidly changing context in which modern front-line managers have to operate and acknowledges the increasing expectations of good leadership as a necessity. However, the book also emphasizes the need for front-line managers to understand themselves, their own management styles and attitudes, together with the importance of empathy in appreciating the perspectives of the staff that work under them. Managing People: A Practical Guide for Front-Line Managers is designed for both new managers and for NVQ/SVQ Level 4 students. It is also appropriate for the first stages of Foundation Degrees and for HND courses combining academic study with workplace learning.

This updated and exciting fourth edition of Managing People: A Practical Guide for Front-Line Managers addresses the growing needs of front-line managers who are not themselves specialists in personnel management but whose roles require them to have these skills. A growing trend over the last two decades has given these managers an increasing amount of responsibility of direct line management, which can be extremely challenging especially if the correct training is not given. This book examines how the different parts of managing people fit together, whilst acknowledging that different contexts require different approaches and recognizing ongoing organizational, environmental and legal changes that affect the employment framework. It recognizes the rapidly changing context in which modern front-line managers have to operate and acknowledges the increasing expectations of good leadership as a necessity. However, the book also emphasizes the need for front-line managers to understand themselves, their own management styles and attitudes, together with the importance of empathy in appreciating the perspectives of the staff that work under them. Managing People: A Practical Guide for Front-Line Managers is designed for both new managers and for NVQ/SVQ Level 4 students. It is also appropriate for the first stages of Foundation Degrees and for HND courses combining academic study with workplace learning.

Rosemary Thomson has updated her best-selling textbook to include material from the recent Management Development to the Millennium report entitled What should a manager do?'. She has also written a new chapter on managing yourself, and has significantly revised the rest of the book to include new case studies and scenarios to help managers relate the theory to their own experience.

Managing People also covers managing individuals and groups, motivating your team, choosing and developing staff, leading your team and understanding organizational structure.
The book is based upon the Management Charter Initiative's Occupational Standards for Management NVQs and SVQs at level 4. The books are particularly suitable for managers on the Certificate in Management, or Part 1 of the Diploma, especially those accredited by the IM and Edexcel (formerly BTEC).
Managing People is part of the highly successful series of textbooks for managers which cover the knowledge and understanding required as part of any competency based management programme. The books cover the three main levels of management: supervisory/first-line management (NVQ level 3), middle management (Certificate/NVQ level 4), and senior management (Diploma/NVQ level 5). You will find a full listing of other titles available at the front of this book.
Rosemary Thomson is Course Team Chair for The Effective Manager, part of the Certificate in Management Programme at the Open Business School. She has written distance learning material for the Open University and Open College on managing people and managing change.
Significant new material from the recent Management Development to the Millennium report What should amanager do?'
Numerous revised case studies and scenarios
Published in association with the Institute of Management

From planning and scheduling to staff appraisal, this comprehensive range of tutorials on managing people provides a flexible package for tutors of courses at Certificate and Diploma level.;Part-time and short-course tutors should find the pack useful as it takes the grind out of preparing teaching materials from scratch, leaving time to structure the tutorials to suit the needs of different groups. Each activity pack contains: 20 self-contained tutorial sessions with a selection of activities; session plans and outcomes, clearly mapped to the MCI units and elements; instructions and timings for delivering the activities; hand-outs, worksheets and case studies; OHT masters clearly relating to the notes and handouts; guidance on evidence gathering and portfolio building.