
Managing and Leading People
Chartered Institute of Personnel & Development (Publisher)
Published on 15. August 2005
Book
Paperback/Softback
208 pages
978-1-84398-115-2 (ISBN)
Shipment within 3-4 weeks
Description
This is a new text designed to cater for the recently introduced Managing and Leading People module as part of the CIPD Leadership and Management Standards. It is also suitable for Human Resources and Organisational Behaviour related modules on HR and business degree programmes. Written by a team at Portsmouth Business School, the text takes a critical look at this topic, and uses appropriate theories and evidence based approaches, drawing on academic evidence from hypothesis and research as well as practical evidence through case studies. It includes a wide variety of examples and comment, encompassing the public, private and voluntary sectors. Also included are small, medium and large organisations as examples for both evidence and discussion of application of theory and research. Bringing attention to the need for context-fit for any application of theory and practice, this text provides a range of examples and resources so that students are equipped with the tools to extend their quest to find the best fit for their own organisation.
More details
Language
English
Place of publication
Wimbledon
United Kingdom
Target group
College/higher education
Dimensions
Height: 246 mm
Width: 178 mm
Thickness: 12 mm
Weight
440 gr
ISBN-13
978-1-84398-115-2 (9781843981152)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions

Charlotte Rayner | Derek Adam-Smith
Managing and Leading People
Book
03/2009
2nd Edition
Chartered Institute of Personnel & Development
€78.17
Article is exhausted; no reprint
Content
1. Introduction: high-performance organisations
2. The changing organisational context and strategy
3. Employee involvement in the organisational context (culture/conflict)
4. Leadership and ethics
5. Diversity
6. The psychological contract, empowerment and flexibility
7. Performance management, motivation and reward
8. Job design
9. Recruitment and selection
10.Learning, training and development
11.Conclusions: high-performance organisations
2. The changing organisational context and strategy
3. Employee involvement in the organisational context (culture/conflict)
4. Leadership and ethics
5. Diversity
6. The psychological contract, empowerment and flexibility
7. Performance management, motivation and reward
8. Job design
9. Recruitment and selection
10.Learning, training and development
11.Conclusions: high-performance organisations