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Understanding and Managing People
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Assessment Task
1: Drawing on your own personal experiences or observations, identify a workplace challenge (e.g.: company merger, restructure, technology) and critically evaluate (using academic theory where appropriate), the leadership approach/es and intervention/s that the leader/line manager has taken to ensure employees remain motivated, engaged and committed to the organisation.
2: Reflecting on your answer in task 1, design and justify a personal learning plan which will further build on and develop the personal learning in relation to your development as a manager and/or leader and the effective management of others.
Your personal learning plan should include SMART objectives so that you are able to measure the effectiveness of your learning in 12 months’ time.
Understanding and Managing People
There is no one correct way to approach this assessment. However, please take account of the following guidance.
1: Your work will be marked according to the following criteria (please see the marking rubric below for details of what each element covers in relation to the task):
- Demonstrate a critical understanding of approaches to leadership (20%)
- Critically evaluate how leadership approaches for employee retention and success, can be employed to respond to people management challenges (40%)
- Identify and design appropriate development plans in response to a learning intervention (20%)
- Critical reflection: Personal &/or Professional application and evaluation (20%)
2. Task 1 – Report structure
- Generally speaking, this reflective report should contain an introduction, a conclusion and the main body.
- Use sub-headings and you must include numbering for your sections. You should also have a title page, executive summary (not included in the word count), the main report, a full references list and appendix (if necessary).
- Write in full sentences and construct paragraphs around the issues you discuss. You can use bullet-point format, but try not to rely on this too much as it can restrict your ability to analyse and may end up in a descriptive report.
- It is recommended that a minimum of 30 sources are referenced. Try to use credible academic sources where possible, e.g. textbooks and journal articles.
Understanding and Managing People
3. Your report should refer to and be informed by relevant academic theory, models and literature throughout.
4. A key element of task 2 is to be able to demonstrate reflective learning.
This means not simply describing an experience or observation and what you learned but to deeply and critically reflect on the experience or observation.
In particular, you should focus on how you gained the learning, or the processes of learning:
What happened at the time? What did you feel? What did you think? What assumptions were you making? What “mental models” were you using?
In what ways, and why, did the experience generate learning at the time?
In what ways, and why, has further reflection helped you to develop deeper learning from the experience?
Did others contribute to your learning – either at the time or afterwards?
In what ways has your knowledge of relevant management theories and practices helped you to make sense of your experience, and develop and deepen your learning and personal/professional practice?
Do not just focus on how you have learned to improve your management practice, but consider ways in which your understanding of yourself, and the practice of management and being a manager has changed or developed.
Understanding and Managing People
5. When designing a personal learning plan for task 2, make sure that you include specific actions you will take, and when, and consider any resources or support you will need – think SMART.
- It is recommended that you include a summary of your plan in a table form.
- You should provide a clear and academically informed justification for your choice of learning and development activities including:
- How you will extend and develop the learning you have identified from your reflective account and analysis
- Reference to personal learning preferences
- Consideration of practical resources and constraints
- How you will define and measure the success of your planned learning
Key Resources/Reading
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave Macmillan.
Chapter 1 “What is leadership: person, result, position or process?” in Grint, K. (2009) Leadership: limits and possibilities, Palgrave (scanned, currently under BU7404 Leading and Managing Ethically)
Chapter 5 “Leadership” in Rees, G. and French, R. eds. (2013) Leading, Managing and Developing People, 3rd edition, CIPD (currently no scanned copies but multiple copies in Queens Park library)
Alvesson, M., & Sveningsson, S. (2003a). Good visions, bad micro-management and ugly ambiguity: Contradictions of (non-) leadership in a knowledge-intensive organisation. Organization Studies, 24(6), 961-988.
Northouse, P. (2012) Leadership: Theory and Practice,
Chapter 2 The Apollo Syndrome, in Belbin, R. Meredith (2010) Management Teams (e-book)
Caplan, J. (2003) Coaching for the future: how smart companies use coaching and mentoring. London: CIPD
Clutterbuck, D. and Megginson,D. (2005) Making coaching work: creating a coaching culture. London: Chartered Institute of Personnel and Development.
Downey, M. (2004) Effective Coaching, 2nd ed. London: Texere.
Garvey B., Stokes P., Megginson D. (2014) Coaching and Mentoring, Theory and Practice 2nd Ed. Sage, London
Hawkins, P. and Smith, N. (2006) Coaching, Mentoring and Organizational Consultancy: Supervision and Development. London: McGraw-Hill, Open University Press.
Journals
- Industrial relations journal
- Journal of occupational and organizational psychology
- Management today
- People management
- Human resource management journal
Websites:
- Chartered Institute of Personnel and Development
- CIPD Case Studies
- Chartered Management Institute
- Institute of Leadership and Management
Below is a partial answer to the above homework questions by one of our writers. If you are interested in a custom non plagiarized top quality answer, click order now to place your order.
Understanding and Managing People Essay
Executive Summary
Understanding and managing people is a core mandate of the management in various organizations. Most of these management practices begin with the identification of a challenge in the work environment, which acts as the starting point to additional assessment…..
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The approach to understanding and managing people may take on different approaches. Of these approaches is the use of interventions by the management of various corporations, especially those going through workplace challenges. This paper looks into the various interventions and approaches used by…
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Identification of a workplace challenge
Deducing from previous personal and professional experiences, a workplace challenge that is applicable to the management of employees is the merger of a company. The process of conducting a merger between two previously independent corporations presents a challenge to a company in the sense that there are many impending changes with the merger, most of which directly influence the operational capacity…
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The smooth continuity of operations is vital in a company that undergoes various types of workplace challenges. Continuing with the previous example of a merger between the firms as the workplace challenge, there is a need for management to assume various approaches and interventions in order to ensure….
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Among the most effective classical approaches to leadership intervention is the use of a four step approach to managing and understanding people. The process, developed by Kirkpatrick, presents a hierarchical model that is useful in guiding the interventions in organizations. In spite of the various criticisms of the model, it has remained effective and useful to date. Primarily, the Kirkpatrick approach, as well as various other descendant models, involves a four step process with each having different variables at each level (Tamkin, Yarnall, & Kerrin, 2014).
The first step in the Kirkpatrick approach involves the use of a reactionary approach, where the leader evaluates the reactions of the employee to assess their level of comfort or disturbance by the prevailing event. The second step, known as the learning stage, involves acquiring and administration of new information. Such information should be assessed by the leadership to ensure it is useful in weathering the new challenges at the workplace (Tamkin, Yarnall, & Kerrin, 2014)…
Understanding and Managing People Essay
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