People Management

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FRONT LINE MANAGERS AND THE DELIVERY OF EFFECTIVE PEOPLE MANAGEMENT

FRONT LINE MANAGERS AND THE DELIVERY OF EFFECTIVE PEOPLE MANAGEMENT

management behaviour and voiced concerns at FLMs lack of skills, not just in people management but management more generally. The attitude survey provides strong evidence of work overload, pressure and stress amongst this group of managers which impose further constraints on their ability to manage. A key issue facing all managers was role conflict and ambiguity created by the multiple roles FLMs had to perform. Not only were there tensions between the clinical and management aspects of the job, but within the management role there was conflict. As one senior manager commented ‘managers have to be able to judge and juggle resources’, balancing good patient care with efficient financial management, whilst trying to maintain staff levels and morale. As former nurses or paramedics, many managers faced the additional dilemma of competing demands - torn between loyalty to their former colleagues and management. All these difficulties were compounded by financial constraints, staff shortages, lack of time and heavy workloads. When under pressure it was usually the people management aspect of the role that suffered as managers retreated into what they felt they did best - provide good clinical care. Yet paradoxically, giving emphasis to clinical work, and allowing people management to take second place, is counter productive to the target of improving patient care.
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Business Management WSQ Leadership & People Management WSQ

Business Management WSQ Leadership & People Management WSQ

Today’s global economy is dynamic, inter-connected, borderless and cross-functional. Effective professionals, managers, executives and technicians (PMETs) are those who are “T-shaped”. T-shaped Professionals possess vertical depth of knowledge in a single discipline or profession as well as demonstrate a horizontal breadth of multi-disciplinary skills, such as strategic planning, leadership, people management, business development and financial management.

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Strategic factors in people management in an educational institution in Brazil

Strategic factors in people management in an educational institution in Brazil

According to the researches made by Paiva et al. (2017) the people management area has been facing a great challenge, as the alignment of three principles is required: 1- the understanding of the company's strategy; 2- the management of a sustainable organizational culture in relation to the formulated strategy; 3 - the elaboration of people management policies and instruments that strengthen the organizational culture combined with the business strategy. Bohlander & Snell (2015), contribute to the configuration of this context, bringing that people management has taken a truly strategic dimension, seeing that people are the builders of organizational skills to achieve the desired results, as they generate knowledge and innovation that are indispensable factors for the organizational development. In the elaboration of the strategies, the management under their bias is based on the various organizational characters, always considering the analysis of the organizational environment. (Queiroz & Albuquerque, 2009).
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People management and emerging market multinationals

People management and emerging market multinationals

There is a very extensive body of literature on how multinationals manage their people in different national contexts. However, the bulk of this literature focuses on the case of multinationals from the advanced industrial economies, and to a considerable extent, the United States. Very much less has been written on multinationals with their country of origin being an emerging market, and what there has focuses on a very limited number of preferred cases. The growing importance of emerging economies has lead to an upsurge of strategy research on the topic (Wright, Filatotchev, Hoskisson and Peng, 2005); however, research on HRM has not paid enough attention to Emerging Market Multinational Enterprises (EMNEs). Many EMNEs tend to be smaller in size with considerably lesser resources and international experience than their counterparts from developed markets limiting their ability to transfer management practice across their subsidiaries (Thite, Wilkinson, & Shah, 2012), although there are important exceptions to this rule. This introductory article seeks to contribute to the emerging body of literature in this area, through seeking to encourage fresh insights particularly on the varieties of people management encountered in different national contexts.
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PROJECT MANAGEMENT, PEOPLE MANAGEMENT, BUSINESS MANAGEMENT

PROJECT MANAGEMENT, PEOPLE MANAGEMENT, BUSINESS MANAGEMENT

Project Management within a modern organisation is an exciting vocation, attracting those individuals that relish the challenge of creating something new and the opportunity to apply control over what might appear to be a random array of tasks and activities. Projects by their nature are transitory, with finite plans and deliverables – here one day and gone the next. The good project manager looks forward to building a high-performing virtual team to help him/her deliver something really worthwhile and when the job is done, moving on to the next challenge.

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A Study of People Management in Small and Medium Sized Enterprises in China

A Study of People Management in Small and Medium Sized Enterprises in China

List of Tables Table Table 1.1 Table 1.2 Table 2.1 Table 2.2 Table 2.3 Table 2.4 Table 2.5 Table 2.6 Table 2.7 Table 2.8 Title Major Economic Indicators, Jiangsu 2005 Output Share of Lea[r]

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Self-management of health by people with intellectual and developmental disabilities

Self-management of health by people with intellectual and developmental disabilities

disabilities (IDD) have significantly poorer health and shorter life expectancies (Ouellette‐Kuntz, 2005; Taggart & Cousins, 2014). For example, a recently systematic review found people with IDD are more likely to die 20 years younger than nondisabled people, due largely to preventable causes (O'Leary, Cooper, & Hughes‐McCormack, 2017). People with IDD’s higher rates of chronic health conditions are due to environmental conditions, genetics, social circumstances, and issues with access to health care services (Bittles et al., 2002; Krahn, Hammond, & Turner, 2006; Ouellette‐Kuntz, 2005; Taggart & Cousins, 2014). Prevalence of cardiovascular disease, obesity, hypertension, osteoporosis, and poor oral health are all higher among people with IDD compared to nondisabled people (Centers for Disease Control and Prevention, 2017). Moreover, many people with IDD experience age-related health conditions earlier than the general
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How To Improve Self Management Education For People With Diabetes

How To Improve Self Management Education For People With Diabetes

This review encompasses DSME interventions in which people with diabetes aged 18 years and older were educated in settings outside the home, clinic, school, or worksite, such as community centers, libraries, private facilities (e.g., residential cardiovascular risk reduction centers), and faith institutions. Traditional clinical set- tings may not be ideal for DSME, the home setting is conducive only to individual and family teaching, and the worksite is only applicable to people who work outside the home. Thus, DSME in community gather- ing places may reach populations who would not nor- mally receive this education. Church-based health edu- cation and screening programs have been shown to be effective in facilitating behavior changes among African Americans, 50 particularly women aged 65 years and
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Forum for People Performance Management & Measurement EXECUTIVE SUMMARY

Forum for People Performance Management & Measurement EXECUTIVE SUMMARY

The scales for employee engagement relate to employee perspectives on the following dimensions: inspiration, personal involvement, and supportiveness. Inspiration refers to the extent to which forces within and on organizational members lead them to behave in ways consistent with organizational goal attainment. Personal involvement is focused on the extent to which people at all levels actively participate in shaping the organization and helping it to achieve its mission. Supportiveness covers issues related to the extent to which managers are personally supportive and considerate of their direct reports.
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Whitepaper Information Management. Building great organizations through Information Management: The People Factor

Whitepaper Information Management. Building great organizations through Information Management: The People Factor

Managing information has become a key issue for any business, not only for large companies that can afford an IT department of their own. Many organizations have outsourced their software development and the management of the IT infrastructure. The growing acceptance of Cloud Computing as a viable option will only reinforce this trend. Organizations of all types and sizes now have to deal with IT service providers and discover that managing the business information is a responsibility that cannot be delegated to a third party. The business will have to clarify its strategy, design its infor mation archi- tecture, negotiate agreements with IT providers and make arrangements to support employees in using information and information technology. Good commis sioning and a directing capability will be a key factor for the success of organizations in the coming years.
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Your money matters evaluation: money management for older people

Your money matters evaluation: money management for older people

4.26 With this in mind, it was interesting to find that many interviewees, when probed about help available to older people with financial problems, said that they had not associated Help the Aged with money advice. Clients’ previous experiences of Help the Aged largely came through visiting the Charity’s shops or making donations in other ways (such as buying Christmas cards or donating goods to shops). 4.26 Although more than half (55 per cent) of clients stated that they would recommend Your Money Matters to their friends or family (and indeed 42 per cent had already done so), many also expressed concern that recommending the service to others would involve both talking about a sensitive subject and a degree of personal disclosure.
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Mild cognitive impairment and its management in older people

Mild cognitive impairment and its management in older people

Abstract: Mild cognitive impairment (MCI) is a common condition in the elderly. It is characterized by deterioration of memory, attention, and cognitive function that is beyond what is expected based on age and educational level. MCI does not interfere significantly with individuals’ daily activities. It can act as a transitional level of evolving dementia with a range of conversion of 10%–15% per year. Thus, it is crucial to protect older people against MCI and developing dementia. The preventive interventions and appropriate treatments should improve cognitive performance, and retard or prevent progressive deficits. The avoidance of toxins, reduction of stress, prevention of somatic diseases, implementation of mental and physical exercises, as well as the use of dietary compounds like antioxidants and supplements can be protective against MCI. The modification of risk factors such as stopping smoking, as well as the treatment of deficiency in vitamins and hormones by correcting behaviors and lifestyle, can prevent cognitive decline in the elderly. The progressive increase in the growth rate of the elderly population can enhance the rate of MCI all over the world. There is no exact cure for MCI and dementia; therefore, further studies are needed in the future to determine causes of MCI and risk factors of progression from MCI to dementia. This will help to find better ways for prevention and treatment of cognitive impairment worldwide.
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Maximising people power: effective talent management in finance

Maximising people power: effective talent management in finance

Adoption of such a model as part of a finance transformation process has major implications for talent management. If activities that once provided the training ground for accountants are increasingly outsourced, for example, new ways need to be found to enable the transfer of knowledge from senior to more junior personnel. Where finance roles are dispersed around the world, this also has an impact on the career paths individuals may need to follow as they build up their experience. If finance personnel are required to act as business partners, talent management processes need to be developed to ensure FBPs have the necessary commercial and softer skills.
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Effects of a self-management training for people with intellectual disabilities

Effects of a self-management training for people with intellectual disabilities

situation would significantly interfere with following the training (e.g., due to severe psychiatric problems), that person was not eligi- ble for participation. There was no minimal level of cognitive func- tioning required (e.g., regarding language skills or intelligence level). Seventeen people with intellectual disabilities enrolled in the train- ing. Between T1 and T2, one participant moved away and therefore dropped out of the study. Personal information regarding age, gender and type of housing was collected. All participants lived within the compound of Raamwerk in Noordwijkerhout, most participants lived in a group home, but some lived semi- independently in their own apartment, receiving only ambulatory support. Diagnostic informa- tion was obtained from their electronic client records. Comorbid conditions as classified in the Diagnostic and Statistical Manual of Mental Disorders (American Psychiatric Association, 2013) were common (e.g., autism spectrum disorders and attention- deficit hy- peractivity disorder). Descriptive statistics of the participants are presented in Table 1.
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Assistive technologies for pain management in people with amputation: a literature review

Assistive technologies for pain management in people with amputation: a literature review

shown that Farabloc had no significant effect in redu- cing phantom limb pain after 12 weeks of use [41]. Zhang et al. [42] confirmed that the Farabloc was ef- fective in alleviating delayed muscle soreness and pain in non-amputee people. Although satisfactory pain re- lief was reported by some amputees in the short-term use of Farabloc, further investigation is warranted to determine its effectiveness in the long-term, e.g. a year after amputation, use [40]. The Medipro Relax Liner was introduced in 2006 by a German-based company as an electromagnetically shielding liner with woven metals to cover the residual limb. This idea was derived from anecdotal experience of some people with amputation who wrapped their residual limb with aluminum foil to decrease phantom limb pain [43]. This liner has an electrical direct current with a resistance of 20 to 200 Ohms that flows from proximal to distal through an electromagnetic shield cover. Although it has been claimed that this electro- magnetic shield significantly reduces the intensity of phantom limb pain, the mechanism of its action is unclear. Some possible mechanisms that have been suggested includes reduction of ectopic neuroma ac- tivity, shielding from electromagnetic impulses of weather, and analgesic effects due to changes in the electromagnetic field [43]. However, further research is required to confirm the effectiveness of this textile based liner and its underlying mechanism of action.
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A quality improvement initiative on the management of osteoporosis in older people with Parkinsonism

A quality improvement initiative on the management of osteoporosis in older people with Parkinsonism

Lessons have been learnt. Parkinsonism is a long term progressive neurodegenerative condition, with extensive non-motor and motor problems. Therefore, any MD clinician is likely to concentrate on the management of Parkinsonism. When considering the human factor, even if gait and balance are assessed for each PwP, or more- over if falls history is explored as well, it is possible that osteoporosis and previous fragility fractures are not being assessed. Osteoporosis is a hidden disease and often diagnosed following a fragility fracture, but patients do not always receive evidence based treatment, or treatment according to guidance.
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Management of aboriginal and nonaboriginal people with chronic kidney disease in Quebec

Management of aboriginal and nonaboriginal people with chronic kidney disease in Quebec

Q uality-of-care indicators are increasingly being used to highlight care parameters that need improvement and to provide optimal treatment of patients with chronic kidney disease (CKD) who are seen in predialysis clinics. It is particularly important to monitor the care received by the James Bay Cree of Northern Quebec. First, the Cree have high rates of type 2 diabetes mellitus. 1 As well, aboriginal people with dia-

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The promotion of sustainability agenda for facilities management through people capabilities

The promotion of sustainability agenda for facilities management through people capabilities

Thus, it is beneficial to explore the issue of capabilities in order to overcome these challenges, as has been suggested in previous research especially in supporting sustainability practice implementation in the FM sector. The capabilities of the FM personnel and organizations were regarded as the key enabling factors to facilitate a sustainability agenda. Moreover, the need for strong capabilities in people and organizations is increasingly important in dealing with the requirements of sustainability practice in FM. Additionally, through literature study, the authors have identified that up to now, compared to the research efforts on external aspects (e.g: developing guidelines, technical manuals and knowledge portals), research focusing on the soft areas or people- centred orientation (e.g: people’s capability, skills, personal motivation) is still lagging behind. Therefore, there is a need to explore the concept of capabilities in the effort to integrate sustainability measures in FM practices.
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People matter: a hermeneutic exploration of reflective practice and facilities management

People matter: a hermeneutic exploration of reflective practice and facilities management

I can do the job but I quite enjoy managing it where you do the specification, you get the tender drawings done up or you do them yourself, whether you go into a school and do a £60,000 toilet refurb or something like that. You go in there, you are managing it; first fix, second fix, you know. I quite enjoyed that and you would see an end result and then the teacher comes in and says ‘oh that is nice, great, thanks very much’. Whereas now, soft FM is more, I don’t know – it is more of a complaint culture with people ringing up ‘my bin has not been emptied’ or ‘my grass is too long’. The drawback with the situation we are in now is that before it was done to a high spec because the money was there, if you like. They had a budget and I could say ‘right, it is going to cost x amount of money for doing the grass cutting once a week’, and I could get it all planned and everybody would be happy and I knew exactly what I was doing. I would have this budget behind me and if something didn’t go particularly right I could throw in an extra cup of something. Whereas in the commercial environment I am in now we are working to a very tight specification. For instance, they only cut the grass once a month. Now you know as well as I do, I know you live in a flat, but grass does grow. Rain followed by sunshine, it is a full 18 inches tall, people are moaning and you are battling. At the moment we are in partners with [an organisation] and [that organisation] is in partnership, public private partnership with the County Council. We are not allowed to go direct to the County Council, we have to go through [the partnership organisation] like a postbox. So unless we get told by [the partnership organisation] by variation, we stick to the specification because that is what we are being paid for. So it is a very, very, - I get complaints all the time and it is annoying because I am saying ‘I only cut it once a month’ and they take it out on us as if it is our fault, but we are sticking to a spec. So, I suppose I prefer the public side as opposed to the private enterprise which is more grief to be honest.
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Virtual worlds as a tool to facilitate weight management for young people

Virtual worlds as a tool to facilitate weight management for young people

Michie, 2010), and there is evidence for the efficacy of structured, therapist-led approach with a focus on behavior change (Gold, Burke, Pintauro, Buzzell, & Harvey-Berino, 2007; Khaylis, Yiaslas, Bergstrom, & Gore-Felton, 2010). VWs would provide an ideal context for provision of such sessions, and future research could provide further investigation into this possibility to facilitate lifestyle change for obese adolescents. It was suggested in one of the group discussion sessions that a potential disadvantage of using virtual worlds to provide group educational experiences is the lack of quality of interpersonal interaction compared to face-to-face communication, and that it is better to interact with ‘real’ people than through avatars. This is related to the earlier section on presence, as a greater level of presence experienced by an individual will result in a virtual situation being experienced as more ‘real’. But even if individuals are interacting with one another in a VW whilst experiencing a high degree of presence, VW interaction is not as intimate as face-to-face interaction. This can be advantageous in some ways and disadvantageous in others in the context of health- related educational delivery, and the extent to which this factor enhances or diminishes quality of user experience depends very much upon the user requirements and the particular educational situation in question. When face-to-face education is preferable, it is not always feasible or possible, such as for previous attendees of CWM who may benefit from additional lifestyle education from camp facilitators, but who live in different parts of the UK. Virtual worlds may provide a feasible platform for delivery of high quality remote education for these individuals.
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