Topic 9

Managing people [hands, hearts and

minds]

Faculty of Business, Justice and Behavioural Sciences

Learning outcomes

a. critically analyse and evaluate a variety of

management and organisational theories and
practices in the context of the contemporary
business environment;
b. reflect critically on management issues such as
ethics, sustainability, innovation & digital disruption
and how they are shaping 21st century
organisations.

Faculty of Business, Justice and Behavioural Sciences

A
1. What is the scope of the manager’s task in
working with people in the context of VUCA world?
2. What practical framework can we use to think
through the implications of some of the GREAT BIG
challenges that face our organisations when it
comes to working with people?
3. What is a tool that can be used to gain a better
understanding of our people?

Faculty of Business, Justice and Behavioural Sciences

Elevator pitch - the money, not the honey.

In one minute of speaking, or about 130

written words, state your response.

Faculty of Business, Justice and Behavioural Sciences

Learning activity

Whether you are new to management or a

more seasoned manager, it is not difficult to think
of examples of conflicting values and choices that
need to be made in working with people.
You have seen one example in the elevator
pitch. What are some other examples?

Faculty of Business, Justice and Behavioural Sciences

Case of the week: in a world of pay

https://youtu.be/KDfvESEESUI

1.What management problems do you believe are confront Renate Schmidt

regarding the compensation offer that Typware should make?
2. What management problems do you believe are confront Renate Schmidt
regarding the compensation offer that Typware should make?

Faculty of Business, Justice and Behavioural Sciences

The scope of HRM

Faculty of Business, Justice and Behavioural Sciences

Framework for analysing HRM

Faculty of Business, Justice and Behavioural Sciences

Learning activity

As you know, the business environment of an

organisation has a direct impact on the way it should
be thinking about managing people.
So, from a human capital perspective, what are the
forces and trends that any organisation must take
into account?
For example, one factor is the composition of the
internal and external labour force. What else?

Faculty of Business, Justice and Behavioural Sciences

Key point
There is a relationship, a connection, between, management values and the
theory-in-use that is applied to working with people. This, in turn, will shape
attitudes and behaviours.

For example, the capabilities that a major hotel will need to develop are shaped
by the business environment, absolutely. But, they are also shaped by the
values that managers believe are important in treating people. How?

Explore this taking the example of a major hotel.

1.How would the values of managers shape the theory-in-use that they apply?
2.If you as a guest wanted to observe the management values in operation at a
major hotel, where would you look?

Faculty of Business, Justice and Behavioural Sciences

Returning to the case of the week
1. What conflicting values are evident in this case?
2. What advice would you give Renate Schmidt
about a way forward that resolves the values
conflict?
3. What management competencies do you believe
this case highlights that are important for the 21 st
century leader-manager in VUCA world?

Faculty of Business, Justice and Behavioural Sciences

Review

Faculty of Business, Justice and Behavioural Sciences