People and Self Management leads the reader through all the skills needed for today's supervisor/team leader, including:
* how to assess and improve your workplace performance;
* the essential skills of effective self management;
* the management of change.
The Team Leader Development Series is an essential tool towards gaining the Supervisory Management Award. Consisting of four practical and interactive textbooks, this series will be invaluable not only to students, but also as a guide individuals and organisations seeking to improve their business performance at the first level of management.
Key learning features:
* Learning Objectives to enable the reader to assess the knowledge gained throughout the series.
* Activities to put the learning into practice.
* Case studies - 'true-life' scenarios!
* Workbased Assignments which will provide evidence for S/NVQ portfolios.
* Language is straightforward and direct, contextualised to relate to team leaders and supervisory managers working in a wide range of industry sectors.
* Influential protagonists in the field will be alluded to as appropriate to support the learning.
* Action plan to take the learning forward.
Table of Contents
Team management-Groups and teams - what is a group; types of groups; the hawthorne experiments; group formation and development; group norms; group roles; group boundaries; group cohesiveness; group communication channels; group conflict; effective and ineffective groups; groups and teams; The provision of personnel - Recruitment and selection - HRP stats; the current job market; skills audit; internal recruitment policies/practices; terms and conditions of employment; job description; person specification; recruitment methods; selection procedures; methods of selection; interviewing skills; tests; company recruitment policies; legislation; induction; Managing individuals, groups and teams-Managing people as individuals - individuals at work; personality; motivation-theory, goal setting; managing change -Leading groups and teams - working with others-encouraging good working relationships with team members, colleagues and line managers; management and leadership; leadership styles; trait approach; functional approach; style approach; gaining commitment from individuals; negotiation; delegation; conflict-methods of resolving; confidentiality; dealing with poor performance; rules at work; disciplinary; grievance; counselling; Training and developing your team - TNA; training needs; induction; appraisals; progress reviews; types of training and evaluation; the role of a mentor; target setting; support for personnel; company/department procedures; Managing health and safety of the workteam - basic legislation; codes of practice and organisations published policy; safe methods and working practices; safety training and instructions; attitudinal aspects of safety; Managing and developing yourself- why continuing self development and effective time management are essential to managerial competence; career management; self analysis; development plane-matching to current and future job demands and effective team working; objective setting; personal action plans; setting own targets; review of objectives; performance indicators; appraisal techniques; time management; prioritising work; planning own work; obtaining and using feedback; decision making; stress management; interpersonal skills; listening skills; learning skills; assertiveness; CPD