INSTITUTE OF BUSINESS AND TECHNOLOGY (IBT);
November 22, 2012
OURSE CODE: MGT n only be possible when line managers break their own designed status quo.
THE ROLE OF LINE MANAGERS IN EXPERIENTIAL LEARNING:
THE ROLE OF LINE MANAGERS IN
Dr. FAROOQ-E-AZAM CHEEMA
SYED MUHAMMAD RIAZ-UL-HAQUE ( BMS/ 613 )
COURSE: STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD)
THE ROLE OF LINE MANAGERS IN
Continuous changing in corporate context enhances vast competition among corporate sectors which obliges to realize the importance of activities apart from routine works, have become significant preference in progressing performance of workforce or employees in an organisation. The revolutionary focus of human resources development professionals are towards the management of knowledge whether it is tacit knowledge or explicit knowledge and experiential learning and utilization of opportunities and comprehensiveness provided by workplace affordance. Therefore, the role of line managers is much more specified in term of learning and development (L & D) and as facilitators to create productive socialization in favor of the organisation so that the demand of the employers regarding stable set of appropriate skills among their employees, particularly adaptability flexibility and transferability and the greater capacity to learn in the changing environment become possible comprehensively. Since the line managers are already so busy in their regular responsibility, and make them involved in learning and development to flourish employees’ skills are not simple for human resource management (HRM). There has been immense speculation about the advisability of devolving human resource management (HRM) issues to line managers (Hall and Torrington, 1998; Ulrich, 1998; Gratton et el., 1999). High unemployment and poor press reviews have forced HR managers to seek new, strategic innovations in an attempt to maintain competitive advantage (IRS, 1995; Gennard and Kelly, 1997; Renwick, 2000). One such innovation is “personnel’s metamorphosis to HRM” (Cunningham and Hyman, 1999, p. 10), as an attempt for the function to re-emerge after “sinking into irrelevance” (Keenoy, 1990, p. 3). A clear view emerged that HR and the line needed to work in partnership and that the HR function was crucial as a means of support and advice to supplement their own actions. Moreover, as Earnshaw et al. (2000) found with small firms, there was an explicit recognition that even large companies could face legal challenges without specific HR expertise, particularly in grievance and disciplinary cases. In the other hand, the line managers are in frontline in delivering and promoting required and future skills to employees with aiming improvement in employees’ performance that is the cause of the achievement of organizational goal. The involvement of Line manager in learning and development (L&D) at work is an aspect of the wider changing relations between line manager and human resource management. L&D system and roles have been adopted or changed to include greater line management involvement in learning and development (L&D) at work. Like, devolution of training responsibilities such as induction (IRS, 1996), the growth of performance management and developmental appraisal systems ( Redman and Snape, 1992), the use of cellular working and team leader-based forms of working (Katzenbach and Smith, 1993), the growth of formal mentoring systems (Gibb, 1999), workplace-based assessment and verification of competence (Beaumont, 1996; Whitear, 1993), the development of “corporate universities” (Stumpf, 1998), re-conceptualisations of senior management strategic roles in terms of leadership in learning organisations (Senge, 1992), and knowledge management (Davenport and Prusak, 1998; Newell et al. 2002). The...
for developing managers:
a practical model
Dean E. Frost and Valerie Wallingford
Department of Business Administration,
Bemidji State University, Bemidji, Minnesota, USA
Received November 2011
Accepted June 2012
Purpose – The purpose of this paper is to create a practical system for assessing the need for
developmental opportunities for management development while functioning on the job and to assist
managers in selecting from those opportunities. This includes assessment strategies, discussion of
developmental patterns, and potential gains in organizational commitment and managerial
Design/methodology/approach – A model is proposed for connecting previously established
management competencies to developmental opportunities in the manager’s current task and group
Findings – Self-assessment instruments are presented for general management competencies and for
task structure with notes on how managers, their supervisors and/or mentors might complete those
ratings, in order to then use the proposed action model for learning/development.
Practical limitations – The potential impact of managerial coaching processes or diversity in
organizational cultural contexts on the use of this model are noted.
Social implications – Improved managerial competencies and organizational performance may be
obtained from following...
Every LineManager is an HR Manager
“Slowly but surely, linemanagers are taking over the HR front line. Gone are the days when the first port of call for any people management query was the HR department.” – Lucy McGee (Personnel Today)
This is partly because HR as a function has transformed over the past decade. Administration is often outsourced, legislation has become more complex, European Union regulations have to be understood and adhered to, compensation is now many-sided, and selection and development have become more sophisticated. HR is both more specialist and more strategic than ever.
At the same time, the managers' role has evolved as leadership skills have been recognised as being important for a high-performing workforce. 'People management' no longer means filling a form at the yearly appraisal and a few friendly chats in the staff canteen. Spotting talent, motivating, coaching, giving feedback, and developing staff, are all constant, day-to-day activities.
With HR departments focused on the bigger picture issues, and linemanagers actually managing the line, it's vital these two functions understand each other. Thus the purpose of this paper is to examine the changing role and responsibilities of linemanager, as well as...
...THE ROLE OF A MANAGER
What is a manager? According to the oxford dictionary a manager is ‘a person responsible for controlling or administering an organization or group of staff’ but is that really what a manager is? (Oxford dictionaries 2011)This is because they are many different types of managers, as well as different roles each type of manager will have to perform, in order to be efficient and achieve their desired results. Also there are managers who must possess certain character traits or skills in order to command his staff under different environments and situations such as patience, determination, motivational etc. Maybe u have wondered if the manager is actually involved in the activities of the organization and if so what activities exactly? In this essay, I have conducted extensive research and will be looking at what is a manager, what is the role of a manager and what skills are required to manage.
Firstly, so what is a manager? Is it a job title, an activity, an occupation or maybe it’s a profession? What I do know for sure is that a manager isn’t just what is described in the definition above, it is much more than that, so in order for us to fully understand what a manager is we must look at what the role of a...
...Tomlinson’s definition that is, ‘wants are more important than needs’. By the time students fail in having high motivation it generally results in no space for a specific learning goal. When teachers are unsuccessful in engaging students mentally and emotionally they usually become thwarted. In addition to this if students have no resultative motivation that means setting individual goals based on exam scores, English language learning and teaching turns out to be suffering and hopeless time period which all good expectations face with misery. Since the learning chain is defused, especially a great amount of average language learners fails in language learning progress. An important number of students seem to be unsuccessful not because of their capability or level of intelligence but because of inefficient motivation and the classroom applications, techniques. Teachers are in charge of providing motivation and using the right method to motivate and ease language learning in the classroom. However as most of the planning for teaching is done by global coursebooks regardless of local and individual needs, teachers become unsuccessful. On the contrary a motivated individual makes an effort to learn the language (i.e. does his homework, participates in class, etc.) wants to learn the language, and will enjoy learning the language (Gardner, 2001).
At this point, we can say that there is a...
...Role and functions of HR Managers
The Human Resource Department deals with management of people within the organisation. There are a number of responsibilities that come with this title. First of all, the Department is responsible for hiring members of staff; this will involve attracting employees, keeping them in their positions and ensuring that they perform to expectation. Besides, the Human Resource Department also clarifies and sets day to day goals for the organisation. It is responsible for organisation of people in the entire Company and plans for future ventures and objectives involving people in the Company. (Handy, 1999)
Research has shown that the human aspect of resources within an organisation contributes approximately eighty percent of the organisation’s value. This implies that if people are not managed properly, the organisation faces a serious chance of falling apart. The Human Resource Department’s main objective is to bring out the best in their employees and thus contribute to the success of the Company.
These roles come with certain positive and negative aspects. However, the negative aspects can be minimised by improvements to their roles and functions. These issues shall be examined in detail in the subsequent sections of the essay with reference to case examples of businesses in current operation.
Positive aspects of Roles and Functions of the Human Resource...
...lime managers to clarify their respective roles in HR and managing people. The paper also articulates the key purposes of Human Resource Management; definition and background analysis as well as the barriers to communication that one might encounter while presenting the content.
Many times people ask “What is human resource?” and “What is the difference between human resource and human resource management (HRM)?” Well, William R. Tracey defines human resource as “The people that staff and operate an organization … as contrasted with the financial and material resources of an organization. The organizational function that deals with the people ...” Having stated the above, human resource management can be defined as the function within an organization that concentrates on staffing of, management of, and providing direction for the people who work in the organization. Human Resource Management is the organizational purpose that deals with issues associated with people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. One can categorize the above mentioned human resource activities into four (4) objectives which are as follows:
• Staffing – ensuring that the organization is properly staffed
• Performance objectives – ensuring employees’ motivation and commitment to reap the best performance...
...the type of a business will determine varying roles and functions of a manager, all managers have the same fundamental functions that ensure the business runs as efficiently as possible.There are four areas that a manager deals with in the functional areas of any business. These four areas are controlling, leading, organizing, and planning.( Bateman )
It is important to realize that the role of control for amanager is not negative in nature. In the functional areas of a business, control means that a manager is making sure that all areas from work goals to employees are stabilized. This means that a manager establishes clear guidelines for all employees to ensure that productivity occurs. The manager’s role with control means directing and monitoring the progress of all employees. This is done, in part, by controlling the environment of the company, making sure that the work environment is conducive to achieving work established goals and deadlines. Control also means monitoring both internal and external elements that may impede the progress of the employees.
One of the most important roles of a manager within the functional areas of a business is with leadership. Managers are expected to not only lead by example, but to direct employees to focus on short term, as well as long term goals. One of the...
...The Role of a Manager:
A report that identifies appropriate theories and concepts regarding the role that a manager plays in the current business environment.
In order to identify the role of a manager we must first consider just what a manager is, and why they are needed. According to Crainer (cited in Management & organisational behaviour, 2010) managers are “creatures of the moment, perpetually immersed in the nitty-gritty of making things happen.” Similarly, Drucker (cited in Management & organisational behaviour, 2010) believes a manager to be “someone who achieves objective effectively and efficiently” and therefore “a life giving element of the business”. In plain English, a manager is the person who ensures that essential tasks are completed, and that they are completed in the most efficient way possible. And as for why a manager is needed? Simply a manager is needed to control and push the business, thus achieving the basic purposes of the organisation while maintaining financial stability.
The role of a manager can be defined in two ways, firstly by the particular tasks that the manager performs out of necessity and secondly by the skills and characteristics that the manager utilises when carrying out these tasks.
The list of main...