Tutors Notes.docx
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Tutors Notes.docx
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TutorsNotes
TutorsNotesandStudentSupportInformation
GeneralInformation.
1.Pleasekeeparecordofattendance
2.Pleasecheckstudents’linguisticability.Testthattheyactuallyunderstandkeyphrases.
3.AllstudentsMUSTkeepalexiconofkeyandnewwords.Pleasecheckregularly.
4.IfthegroupsEnglishisinadequateinformmeassoonaspossible.
5.Ifanyissuesareculturallysensitivepleaseinformme.Irelyuponyourguidance.
6.Commenceeachtutorialwithanoverviewofthelectureandassessstudentsunderstandingofkeyconcepts.
7.WeareallteachersofEnglishaswellasoursubjectspecialismsopleasecorrecterrorsofspelling,grammarandpronunciation.
8.Pleasefeelfreetoadaptexercisestotheneedsofyourgroup.
9.ShouldstudentsrequireextrahelpwiththesubjectorEnglishpleaseletmeknowsothatIcanarrangeextraclasses.
10.Pleaseemphasisthatplagiarismwillattractazeromark.Cheatinginexamswillalsoattractazeroandpossiblydisciplinaryaction.
SpecificInformation.
Thetutorialmaterialsarequitedetailed.Theyaredesignedtostretchthemoreablestudents.HoweverforstudentswithlessabilityinEnglishtheyaredirectedtowardsthekeylearningpoints.
AllstudentsareadvisedtokeepanelectroniccopyofthesenotesandmakeprintcopiesoftheaccompanyingPPTS.
Tutorial1
Reviewoflecture.
Groupwork
WhataretheconsequencesfortheOrganisationandIndividualsresultingfromPersonnelmistakes?
Reportbacktothetutorgroupandcompilealist.
Theadditionalreadingistoextendstudents’knowledge.ThiswilldependupontheirlevelofEnglish.Howeverallstudentsshouldreadtheparagraphshighlightedinred
Whoarelinemanagers?
Linemanagersarethosemanagerstowhomindividualemployeesorteamsdirectlyreportandwhohaveresponsibilitytoahigherlevelofmanagementforthoseemployeesorteams.
Theterm‘front-linemanagers’israthermorespecificandnormallyreferstolinemanagersinthelowerlayersofthemanagementhierarchy–thatis,wheretheemployeeswhoreporttothemdonotthemselveshaveanymanagerialorsupervisoryresponsibility.Front-linemanagersareoftenpromotedfromwithinandareunlikelytohaveformalmanagementeducation.
Typicallythemanagementresponsibilitiescarriedoutbylinemanagers(particularlyfront-linemanagers)mightinclude:
∙day-to-daypeoplemanagement
∙managingoperationalcosts
∙providingtechnicalexpertise
∙organisationofworkallocationandrotas
∙monitoringworkprocesses
∙checkingquality
∙dealingwithcustomers/clients
∙measuringoperationalperformance.
Asexaminedindetailbelow,linemanagersinmanyorganisationsalsocarryoutactivitiesthathavetraditionallyfallenwithintheremitofHRsuchasprovidingcoachingandguidance,undertakingperformanceappraisalsanddealingwithdisciplineandgrievances.TheyalsooftencarryouttaskssuchasrecruitmentandselectionorpastoralcareinconjunctionwithHR.
TheroleoflinemanagersinimplementingHRprocesses
RelationshipbetweenHRandtheline
TherelationshipbetweentheHRfunctionandlinemanagershasbeensubjecttoanumberofchangesandtensionsinrecentyears.ChangesinthedeliveryofHRhasshiftedresponsibilityformanycoreHRactivities,suchasrecruitmentorobjectivesetting,fromHRtotheline.Furthermore,thetrendtowardsindividualisationoftheemploymentrelationshiphasplacednewburdensandopportunitiesinthehandsoflinemanagers.Anobviousexampleisthat,withcollectivepay-settingprovisionsgivingwaytoindividualperformance-relatedpayawardsinmanyorganisations,theroleofeachemployee’slinemanagerhasbecomeincreasinglyinfluentialindeterminingindividualpayincreases.
Devolvingresponsibilitydowntheline
ThechangingroleofthelinemanagerhasbeenassessedindetailaspartofthepeopleandperformanceresearchprogrammecarriedoutfortheCIPDbyateamatBathUniversity1.
Theinitialresearchfoundthatfront-linemanagersplayapivotalroleintermsofimplementingandenactingHRpoliciesandpractices.Whereemployeesfeelpositiveabouttheirrelationshipwiththeirfrontlinemanagers,moreover,theyaremorelikelytohavehigherlevelsofjobsatisfaction,commitmentandloyalty–whichareinturnassociatedwithhigherlevelsofperformanceordiscretionarybehaviour.Discretionarybehaviourisdefinedasthatwhichgoesbeyondtherequirementsofthejobtogivetheextraperformancethatcanboost‘thebottomline’(orprofitlevels).
OursubsequentworkwithBathUniversityexploresindetailtherolethatlinemanagersplayinpeoplemanagementintwokeyareas:
reward,andlearninganddevelopment
Linemanagersandemployeeengagement
Theincreasingemphasisonemployeeengagementinthemodernworkplacemeansthatthisaspectofthelinemanager’sroleinpeoplemanagementcanbeparticularlyinfluential.
∙
Aspointedoutinthesereports,linemanagerscanhaveacrucialimpactonengagementastheyactastheinterfacebetweentheorganisationanditsworkforce.Itisthereforeespeciallyimportanttopaycloseattentiontohowtheorganisationselects,developsandmanagestheperformanceoflinemanagerstoensuretheymaximisetheirpotentialtobeengagingleaders.
Impactoflinemanagerbehaviour
Overall,theareaswherelinemanagersmakeasignificantdifferencetopeoplemanagementpracticesinclude:
∙performanceappraisal
∙training,coachingandguidance
∙employeeengagement(includinginvolvementandcommunication)
∙openness–howeasyisitforemployeestodiscussmatterswiththeirlinemanager
∙work-lifebalance
∙recognition–theextenttowhichemployeesfeeltheircontributionisrecognised
∙communication–particularlyencouragingorreinforcingalignmentwithbusinessgoalsorcorevalues.
Theseareallareaswhere,althoughtheprocessesmaybedesignedbyHR,theycannotbedeliveredbyHR.Thelinemanagerroleiscrucialinanumberofrespects:
∙enablingtheHRpoliciesandpractices,orbringingthemtolife
∙actinguponadviceorguidancefromHR
∙controllingtheworkflowbydirectingandguidingtheworkofothers.
Roleofbusinesspartnering
Agrowingemphasisonbusinesspartnering,wheretheHRfunctioniscloselyinvolvedwithsupportingbusinessstrategy,hasbeeninfluentialinenhancingthepeoplemanagementaspectsofthelinemanager’srole.ThisapproachenableslinemanagerstodevelopapeerrelationshipwithHRbusinesspartnerstodevelopresponsesandsolutionstoHRissuesinpartnership.
Theargumentsinfavourofbusinesspartneringstressthepositiveaspectsofthepartnership,enablingbothpeopleandbusinessissuestobeconsideredinawiderangeofdecisionsthatwillimpactonorganisationaleffectiveness.Becausetherelationshipisongoing,bothsidesdevelopabetterunderstandinganddeveloplong-termstrategiesandsolutionsratherthanHRbeingbroughtintomanageissuesastheyarise.
Impactofoutsourcing
ThepracticeamongmanyorganisationsofoutsourcingtransactionalHRactivitieshasalsohadtheeffectofdevolvingmoreresponsibilitytolinemanagerstomaintainrecords,inputdataandmanageroutineHRactivitiessuchasstaffingrequests,bookingtrainingorsubmittingpayrollinformation. However,whenoutsourcingisworkingwell,italsoenablesthemtoaccessbetterandmoretimelyinformationandsupporttocarryoutpeoplemanagementtasksandmanagetheirstaffmoreeffectively.
Thequalitiesandskillsneededfromlinemanagers
Linemanagersexerciseastronginfluenceoverthelevelofdiscretionthatanindividualhasoverhowtheydotheirjob,asisclearfromtheresearch.Somemanagerscanpermitandencouragepeopletoberesponsiblefortheirownjobswhereasotherscanstifleinitiativethroughcontrollingorautocraticbehaviour.
Toencouragethekindofdiscretionarybehaviourfromemployeesthatisassociatedwithhigherperformance,linemanagersneedto:
∙buildagoodworkingrelationshipwiththeirstaff–theyneedtolead,listen,ask,communicate,befair,respondtosuggestionsanddealwithproblems
∙helpandsupportemployeestotakemoreresponsibilityforhowtheydotheirjobsbycoachingandguidance
∙buildeffectiveteams.
Manyofthequalitiesandskillsthatareassociatedwithhigherqualitylinemanagementcentreonthebehavioursofthelinemanagersinvolved.Itisnotenoughtoeducatelinemanagersinthebehavioursrequired;organisationsmustalsoensuretheyaredevelopingtheenvironmentandcultureinwhichlinemanagersareactivelyencouragedandpermittedtoexhibittheidentifiedbehaviours.Organisationswithastrongsharedculture,withguidingprinciplesforbehavioursthatareembeddedintopracticeovertime,tendtobemoresuccessfulinthisrespect.
Todelivergoodpeoplemanagementintheorganisation,linemanagersthemselvesneedtobemanagedwithinastrongsupportiveframeworktoenablethemtodevelopself-confidenceandarobustsenseoftheirownroleintheorganisation.This,inturn,requiresstrongsupportandappropriatetraininganddevelopmentforthosenewly-appointedinalinemanagementrole.
Managinglinemanagers
Well-managedlinemanagersaremorelikelytogoontoleadhigh-performingteams.Seniormanagementsupportandactiononthedevelopmentoflinemanagersiscritical.Therelationshipslinemanagersexperiencewiththeirownmanagersandwithseniormanagementtendtomakeasignificantdifferencetotheirwillingnesstodisplaydiscretionarybehaviourintheirownmanagementactivities.
Generallylinemanagersaremorelikelytodisplaythepositivebehavioursassociatedwithhigherlevelsofperformancefromthosetheyaremanagingifth
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