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UNIT 5
PEOPLE MANAGEMENT EXPECTED LEARNING OUTCOMES • Describe communication and provide the elements of the communication process model. • Explain change management and resistance to change • Provide ways to reduce resistance to change in the workplace • Explain techniques that managers may use to motivation employees • Explain what you understand b the term hiring decisions • Describe company culture, types of cultures and explain ways by which you can develop a company culture • Define conflict management and provide ways to resolve conflicts in the workplace. DEFINITIONS…… • People management includes hiring, training, and retaining individuals while supporting company operations and staff.
• PM is an essential component of human resource management.
• Every aspect of how individuals perform, behave, engage, and grow in the workplace is encompassed by the realm of people management
• The way in which people are managed can greatly influence the overall functioning of the organization. POP-UP QUESTION……. • Q: Is there a difference between PM and HRM?
• DEFINITIONS OF THE TWO ASPECTS
• HRM refers to the strategic approach of fostering and assisting individuals while providing a favorable work environment. • PM - The process of finding, developing, involving, and keeping people in order to maximize their potential and production. • People management, a subset of Human Resource Management (HRM), encompasses the activities of training and development. ESSENTIAL PEOPLE MANAGEMENT SKILLS YOU MUST HAVE • Trust • Empathy • Effective communication • Patience • Appreciation/recognition • Problem solving skills • Honesty COMPONENTS OF PEOPLE MANAGEMENT • The 5C’s COMPONENTS CONTINUES…..5C’S • A good manager must CREATE a team that will help the company to grow. Thus, every member of this team should be able to fit into their respective roles. • Enhanced understanding of the current and upcoming (COMPREHEND). • COLLABORATE to generate more intelligent and robust results. Employees need to be given tasks they can strive to and accomplish with good team collaboration to provide value to the company. • Handling differences of opinions in a healthy manner (CONFRONT). • Establishing channels for clear and accountable communication. The efficacy of your collaborative efforts hinges on the quality of your COMMUNICATION. COMMUNICATION • Organizations must ensure that they are providing appropriate channels of communication and feedback to employees. • This will serve as a catalyst to inspire and drive the staff to their very essence (motivation). • Managers must develop communication, empathy, and coaching skills to effectively manage people. • Effective communication encompasses not only verbal expression, but also the active reception of information and comprehension of non-verbal signals. COMMUNICATION PROCESS MODEL (SHANNON AND WEAVER MODEL) COMMUNICATION PROCESS ELEMENTS… • The five communication elements featured in this model are the source, transmitter, channel, decoder, noise and receiver. • NB* you need to explain these elements IMPORTANCE OF COMMUNICATION MANAGEMENT • Communication in the workplace is important because it boosts employee morale, engagement, productivity, and satisfaction. • Communication is also key for better team collaboration and cooperation. • Ultimately, effective workplace communication helps drive better results for individuals, teams, and organizations. • Communication can drive project success, build reputation and goodwill, and communicate the stability and clarity of an organization CHANGE MANAGEMENT • Q: Why Is Organizational Change Management Important? THE NEED FOR CHANGE Organizations must undergo change and adaptation in order to keep pace with the rapid advancements in technology and development. Embracing organizational change is crucial for companies to thrive and expand. Change management is crucial for ensuring the smooth implementation and effective utilization of changes in the business. It enables employees to grasp and fully dedicate themselves to the shift, ensuring optimal productivity. THE NEED FOR CHANGE….
• Encourages innovation
• Promotes skills growth
• People development
• New business opportunities
• Better staff morale
LEWIN’S MODEL OF CHANGE MANAGEMENT RESISTANCE TO CHANGE • Resistance to change refers to the unwillingness of individuals to adjust to new circumstances. • Reasons for resistance from employees
1) Interference with need fulfilment
2) Inconvenience or loss of freedom 3) Fear of the unknown 4) Threats to power or influence 5) Habitual REDUCING RESISTANCE TO CHANGE IN AN ORGANIZATION
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation & coercion
EMPLOYEE MOTIVATION • Motivation refers to the internal process within an individual that provides energy, direction, and continuity to their behavior. • It is the personal force that influences and determines how someone behaves. • There are several theories of motivation includes: Maslow hierarchy of needs, Herzberg hygienic factors, Equity theory, Reinforcement theory.
• There are also non-financial techniques that managers can use to motivate employees TECHNIQUES TO MOTIVATE EMPLOYEES..
• Job enrichment – a motivation technique that provides employees with more variety and responsibility in their jobs • Job enlargement – expanding a worker’s assignments to include additional but similar tasks • Job redesign – a type of job enrichment in which work is restructured to cultivate the worker– job match • Part-time work – permanent employment in which individuals work for less than a standard work week • Job sharing – an arrangement whereby two people share one full-time position • Telecommuting – working at home all the time or for a portion of the work week HIRING DECISIONS… • Hiring decisions refer to the final part of a candidate selection process, where the qualified candidate is selected for the job role. • It is the sole responsibility of HRM. • To make the right hiring decision, it's crucial to know what you're looking for in a candidate. • 3 Most Important Criteria When Hiring • Capabilities: Of course, any prospective employee must have the ability and qualifications to do the job you are hiring that person to do. ... • Value: You also need to look at what value the individual brings to the organization. ... • Cultural Fit: Finally, there needs to be a cultural fit BUILDING COMPANY CULTURE • Company culture encompasses the collective values, attitudes, behaviors, and standards that shape the work environment.
• The culture of a company shapes the everyday experience.
• When an organization fosters a strong company culture, employees become more engaged, committed, and enthusiastic about their work.
• There is a clear sense of harmony between the company's vision and core values, and how they are manifested in the workplace. TYPES OF COMPANY CULTURES
• Adhocracy culture: Also known as the “create culture,” this is a highly innovative and fast- moving environment. • Clan culture: A highly collaborative company culture that thrives on teamwork. • Hierarchy culture: As the name suggests, this is a structured work culture that typically follows established roles and processes. • Market culture: A goal-oriented, high-pressure culture that focuses on output and goal attainment DEVELOPING A COMPANY CULTURE • Steps to develop company culture
1) Define your values
2) Set goals 3) Involve your employees in decision making 4) Develop a plan for working your culture into the day-to- day work experience CONFLICT MANAGEMENT • Organizational conflict arises when employees have differing interests, personalities, views, or ideas, leading to disagreements.
• Workplace conflict is an inherent and inevitable outcome when individuals with diverse experiences and opinions come together.
• Sometimes conflict is needed in the workplace - constructive conflict. Organizations can harness the diversity of perspectives, skills, and experiences of their employees to drive innovation and creativity.
• TYPES OF CONFLICT IN AN ORGANISATION
The four types of work conflict include: 1) status conflict, 2) task conflict, 3) process conflict, and 4) relationship conflict. WAYS TO MANAGE CONFLICTS AT THE WORKPLACE • Ideally, people need to employ a collaborative, problem-solving approach to resolve a situation of conflict. • TIPS TO SOLVING CONFLICTS 1. Adopt an open, good faith approach 2. Acknowledge emotions: yours and theirs 3. Try to understand the interests of each party 4. Be open to the other person’s interests and perspective 5. Demonstrate a preparedness to explore your own interests, feelings and actions 6. Brainstorm a range of options focusing on the mutual interests of the parties THE END.
