Managing People
Routledge (Publisher)
Will be published approx. on 31. December 2050
Book
Paperback/Softback
392 pages
978-0-415-42336-6 (ISBN)
Description
By definition, the ability to manage people is an essential skill for all managers in all types of organization. This comprehensive and innovative new textbook examines HRM from a line manager's perspective in order to meet the real-life needs of HRM students. The book's unique approach is designed to help all students, not just those intending to become HR managers, to understand the theory and practice of managing people in the workplace. The new set book for the internationally-renowned Henley MBA, it includes case studies, teaching and learning questions, an extensive bibliography in each chapter and additional on-line resources.
Visit the companion website at www.routledge.com/textbooks/9780415423366
Visit the companion website at www.routledge.com/textbooks/9780415423366
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Undergraduate
Illustrations
12 s/w Zeichnungen, 12 s/w Tabellen
12 Tables, black and white; 12 Line drawings, black and white
Dimensions
Height: 246 mm
Width: 189 mm
ISBN-13
978-0-415-42336-6 (9780415423366)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Lynn Thurloway | Elizabeth Houldsworth | Malcolm Higgs
Managing People
Book
approx. 01/2035
Routledge
€119.20
The article will not be published
Persons
Henley Management College, UK
Content
1. Introduction: Managing People and Performance Part 1: 2. Understanding the Internal Context 3. Understanding the External Context Part 2: 4. Scoping Organisational Performance 5. Creating Organisational Performance 6. Reviewing Organisational Performance 7. Embedding Organisational Performance 8. Scoping Individual Performance 9. Creating Individual Performance 10. Reviewing Individual Performance 11. Embedding Individual Performance Part 3: 12. Conclusion