Managing & Leading People: How Hr and Line Mangement Work Together to Lead and Manage People with in an Organisation

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Critically discuss how Human Resource professionals and line management work together to manage and lead people within your organisation or an organisation well known to you

In order to critically discuss how HR professionals and line managers work together to lead and manage people within my organisation it is necessary to look at 4 different components. Firstly it is necessary to define the characteristics or role of a line manager, secondly what does it mean to manage, thirdly what it means to lead and finally why and how HR professionals assist line managers to manage and lead. I shall then look at what the human resource department within my organisation does to facilitate line managers to lead and manage which I shall evaluate through examining academic research and case studies to analysis the merits of my organisations practices. The CIPD defines line manager’s as managers who have first line responsibility for a group of people, they are accountable to a higher level of management and their role will normally include management of people, operational costs, work allocations, processes, quality, customer/clients relations and providing technical expertise. LJ Mullins(“Management & Organisational Behaviour”) describes management as “getting work done through the efforts of other people” Drucker describes management as making things happen . Essentially a line manager is required to direct staff, resources and practices to align with an organisations or departments objectives, a line manager may be a supervisor or have a prefix of senior to the title e.g. Senior Administrator . Having established what is a line manager it is necessary to explore the difference between management and leadership. Much has been written about the nature of management, Henri Fayol set out 14 basic principles of management which can be grouped under five different managerial activities; planning (how things are to be done and future changes) , organising (materials, tools, capital, staff) , command ( knowledge of staff, set a good example, aim at making unity prevail amongst staff) , co-ordination (harmonise all the activities of an organisation to ensure success) and control (conformity with the organisations overall strategic aim). Drucker argues that the above definition of management is to narrow and that management consists of setting objectives , organising, motivating and communicating, measuring (performance and establishing targets) and developing people (directing, encouragement and training). From the above definitions, management can be seen to be functional, a form of control (Fayol), however leadership can be drawn out of Druckers definition of management, namely the skills necessary to, motivate and communicate with staff and develop people. Jane Weightman, states, leadership “includes the ability to get people to do different things from that which they would have done otherwise and to do these different things with some degree of commitment and enthusiasm”. The importance of Leadership for the line manager was identified in research undertaken by Work and Employment Research Centre, which studied 18 organisations to explain the impact of people management on organisational performance. Analysis of employees responses showed that it was an employees relationship with their immediate or frontline manager that was especially important and powerful in shaping an employees beliefs and attitudes towards organisational commitment and job satisfaction, or employee engagement. The CIPD Annual Survey Report (2006) on employee engagement established engaged employees perform better that others and Alans Saks research in to the antecedent and consequences of employee engagement found that employee engagement mediated intentions to quit and organisational citizenship behaviour or discretionary behaviour, employees going that extra mile. There are many researchers who have claimed that employee...
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