Gurus on Managing People

Gurus on Managing People

Gurus on Managing People

Gurus on Managing People

Synopsis

A one-stop guide to the world's most important writers on managing people. Summarizes all the key concepts and the contribution of each of the leading thinkers in the field, with pros and cons of each theory.

Managers HAVE to manage people. It is the most difficult and yet the most rewarding function. This book is more than just a summary of the key concepts, it offers valuable insights into their application and value including national and international real-life case studies that reflect some of the key issues of managing people.

Excerpt

“To see what you can be,
start with who you are.”
ANON

Globalisation, empowerment, cross-functional teams, downsizing, restructuring, learning organisations, knowledge workers. If these buzzwords don't sound familiar, they should, they are changing your life and the way you manage people.

Managers have to manage people. I would say managing people constitutes at least 80% of the managerial function. It is the most difficult and yet most rewarding function. Most managers do not want to own up to the fact that they are inadequate as far as managing people are concerned. Even some organisations do not want to accept that all managers need continuous training and support in relation to their function of managing people.

When I was a Senior Director at Management Centre Europe, Brussels I devised and introduced a programme in 1987 called `Managing People'. My senior colleagues and even my `boss' was against the idea of such a programme because they felt organisations would not enrol their managers for such a course. The course got an approval and it ran once a year. By the time I left MCE in 1989 it was scheduled to run several times a year. I am given to understand that it is now one of the most popular programmes at MCE.

It became popular because, in my opinion, organisations and managers began to realise the importance of the skill of managing . . .

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