HRM 1004: Managing People:

MODULE GUIDE 2005/2006

Lecture: Friday 2 - 3 in C101

• Seminar 1: Friday 4 - 5 in C318

• Seminar 2: Friday 3 – 4 in C232
• Seminar 3: Tuesday 2 - 3 in C222
• Seminar 4: Tuesday 11 – 12 in C320

Tutors:

Billie Osborne: Room C122: Ext 2178

If you need to contact me, the preferred methods are:
⇒ contact by E-mail Billie.Osborne@northampton.ac.uk - or
⇒ make an appointment through Cottesbrooke reception.

Amanda Langley: Room C226: Ext 2359

If you need to contact me, the preferred method is to:
⇒ contact by E-mail Amanda.Langley@northampton.ac.uk - or
⇒ make an appointment through Cottesbrooke reception.

Hugh Davenport: Room C122: Ext 2178

If you need to contact me, the preferred methods are:
⇒ contact by E-mail Hugh.Davenport@northampton.ac.uk - or
⇒ make an appointment through Cottesbrooke reception.

Please note that material and information for this module is on the NILE site.
You should enrol on HRM 1004 and check the site regularly.

Aims of the Module

“Managing People" aims to provide students from a variety of backgrounds with the
appropriate skills and knowledge to deal with a variety of situations involving people at
work. The module forms part of a foundation which can lead to more specialist OB &
HRM modules at Levels 2 & 3. On its own it provides a firm basis of practical "people
management" knowledge for non-specialist managers of people in any type of
organisation.

Teaching Programme

The following is an indication of the areas to be covered during the year. However,
there may be some variation to take account of current topical issues or other
circumstances. Seminars follow lectures, ie the Tuesday seminar follows the Friday
lecture & seminars.

DATE LECTURE LED DATE SEMINARS: LED

BY: BY:
Tues 4 NO SEMINARS
Oct
TODAY
7 Oct Introductory session. BPO 7 & 11 Getting the best from BPO
Oct
Scheme of work, people: motivation &
assessment, etc… Current retention.
Issues in the world of (Liverpool Warehouse
work Case)

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14 Oct The external framework AL 14 & 18 What do managers of Fri – AL
Oct Tues -
of the world of work people do?
HD
21 Oct Getting the best from AL 21 & 25 Seminar exercise: Fri – AL
Oct Tues -
people: What do Assignment 1a:
managers of people do? Form groups & start HD
research
28 Oct Getting the best from AL 28 Oct What you need to know!
& 1 Nov
people: Communication Library seminar to help with
Assignment 1 & Managing
People sources of information
generally.
 Friday & Tues 11-12
seminars: Library IT room
 Tues 2-3 seminar: Room to
be advised
Ask for Chris Powis
4 Nov Managing Yourself: AL 4&8 Seminar exercise:
Nov
Stress, managing Assignment 1a. No
meetings, time Fri – AL
formal seminars; time Tues -
management etc
to research & work in BPO
groups; Amanda
available in C226 on
Friday, Billie in C122
on Tuesday
Hand in written summary of Assignment 1a on or before Thurs 10 Nov
11 Getting the best from AL 11 & 15 3 weeks
Nov Nov
people: Motivation Form groups for
18 Motivation: Jobs from AL 18 & 22 Assignment 2
Nov Nov AL/HD/
Hell (video) Seminar exercise:
BPO
25 Management ethics BPO 25 & 29 Assignment 1a –
Nov Nov
present in class.
2 Management ethics BPO 2&6 Ethics Case Studies Fri: BPO
Dec Dec Tues: HD
9 Dec Getting the best from AL 9 & 13 Assignment 2 AL
Dec
people: Managerial Style Workshops/
Groupwork
16 Assignment 2 Workshops: Amanda will be available in her office. AL
Dec

HAPPY CHRISTMAS!

Assignment 2
TUES 10 AL
Workshops: Amanda
Jan
will be available in
her office.
13 The Realities Associated AL 13 & 17 Equal Ops Workshop BPO
Jan
Jan with being a Manager
20 Equal Ops & Diversity: BPO 20 & 24 Sexual harassment Fri: BPO
Jan Tues: HD
Jan Harassment survey.

27 Sexual Harassment: BPO 27 & 31 Getting the best from Fri: BPO
Jan Tues: HD
Jan Video people: negotiation
skills
3 Recruiting the Right AL 3&7 Getting the best from Fri: BPO
Feb Tues: HD
Feb People people: negotiation

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 skills

10 Training & Development AL 10 & 14 T&D Exercise AL

Feb
Feb

Hand in Assignment 2 by Thursday 16 February

17 Performance AL 17 & 21 Appraisal exercise: AL

Feb
Feb Management Pull Your Socks Up!
24 Delegation, AL 24 & 28 Delegation, AL
Feb
Feb Empowerment & Learning Empowerment &
Learning Workshop
3 Organisational goals, AL 3&7 Handling Conflict: Fri: BPO
March Tues: HD
March Strategy & Mike Bailey
Responsibilities
10 Handling Conflict HD 10 & 14 Return Assignment 2 AL
March March
- Feedback
17 Statutory Rights BPO 17 & 21 Discipline & BPO
March March
Grievance –
workshop
24 UFD & Redundancy, BPO 24 & 27 Unfair dismissal - BPO
March March
Employment Tribunals workshop
31 Self-development & AL 31 Self-development AL
March March
Continuing Professional exercise
Development
Guest Speaker

EASTER BREAK
Tues 25 Self-development AL
April
exercise
28 Globalisation: Video AL 28 April Decision-Making AL
& 2 May
April
5 Managing Multicultural AL 5&9 Decision-Making AL
May
May Teams & the
International Manager
Friday 12 May

Friday 12 May
Time-constrained assignment: 2 hours
Rooms to be advised
You must be available on this date. For students taking HRM 1002,
the TCA will be 1 – 3 pm.
If you are unable to start at 1pm, then it will be 2-4pm.
A separate room will be provided for students who are allowed
extra time, & for Erasmus students. Erasmus students may bring a
dictionary.

A notice will go on the NILE site when the marked work is ready for
collection.

RECOMMENDED READING

There are many textbooks which cover the topic of managing people; most are useful,
but be careful - it is an area of constant change and areas like employment law are often
out of date by the publication date. So treat older texts with caution and read widely in
Journals and the quality press/internet. For this module we suggest:

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Recommended Text:

Rees, D. & Porter, C. (2001). The Skills of Management (5th ed), Thomson
Learning, London

Also highly recommended:

Thompson, R. (2003). Managing People (3rd ed), Butterworth Heinemann, Oxford.

Other useful texts:

♦ Armstrong, M. (2001), Managing Activities, CIPD, London.

♦ Cole, G (2002), Personnel and Human Resource Management, (5th ed), Continuum,
London.
♦ Curtis, S. & Curtis, B. (1997). Managing People & Activities, Pitman, London.
♦ Dixon, R. (1993). The Management Task, Chartered Management Institute, Corby.
♦ Foot, M. & Hook, C. (2005). Introducing HRM, (3rd ed), FT/Prentice Hall, Harlow.
♦ Graham, H.T. & Bennett, R. (1998). Human Resources Management (9th ed) FT
Pitman, London. (includes a section on industrial psychology)
♦ Hackett, P. (1996). Success in Managing People, John Murray, London.
♦ Maund, L. (2003). An Introduction to Human Resource Management, Palgrave,
Basingstoke.
♦ Mullins, L. (2005). Management & Organisational Behaviour, (7th ed), FT Prentice
Hall, Harlow.
♦ Weightman, J. (2001), Managing People, CIPD, London.
♦ Williams, H. (1994). The Essence of Managing People, Prentice Hall, London.

There is also a useful range of journals in the library. Examples are: People
Management *, Personnel Today, Management Today, Professional Manager, Labour
Market Trends. You will also find relevant information in the daily press. The Financial
Times (UK News and Management pages) is particularly recommended.

* People Management can be accessed at www.peoplemanagement.co.uk

Other useful web sites:

www.managers.org.uk Chartered Management Institute

www.dti.gov.uk Dept of Trade & Industry: DTI regulates consumer matters,
including consumer safety and consumer credit; company
matters including competition, and fair trading; and aspects
of employment law and trade union affairs. DTI is
responsible for Employment Tribunals and the Low Pay
Commission.
www.dfes.gov.uk Dept for Education & Skills. This government department is
more concerned with employment issues of training &
employability: responsible for Job Centres.
www.cipd.co.uk Chartered Institute of Personnel & Development
www.acas.org.uk Advisory, Conciliation & Arbitration Service
www.eoc.org.uk Equal Opportunities Commission
www.cre.gov.uk Commission for Racial Equality
www.tuc.org.uk Trades Union Congress (they will e-mail you with updates).
www.disability.gov.uk/drc Disability Rights Commission

Learning Resources is building a list of useful web sites on the college web pages under
academic services/learning resources/subject resources - relevant in particular are HRM
and Employee Relations.

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ASSIGNMENTS

ASSESSMENT ITEMS WEIGHTING LEARNING OUTCOMES

1. Literature search and short 25% a, b, d, f, g, j, m
seminar presentation (choice of
individual or group).
2. Group Review of Learning Activity 50% a, f, i, j, l and m.
3. Individual time-constrained 25% a, b, c, f
exercise in class at end of module

Assignment 1 will be given seminar time to be researched and presented. Written

summary to be given at the Student Assessment Office on or before Thursday
10 November.

Assignment 2 must be given in at the Student Assessment Office on or before the due
date – Thursday 16 February. Extensions should be discussed with your personal
tutor and will not normally be granted except in the most extreme circumstances,
normally on production of a medical certificate.

Assignment 3 (time-constrained): You must be available on Friday 12 May.

Watch the webboard for further information. The assignment will be an individual
practical activity, testing general understanding of the nature & functions of managing
people.

Details of the assignments are given overleaf:

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Assignment 1: 25%

Objectives:

Individually, in pairs, or in groups (Size of Group 3 Maximum).

a) To familiarise yourself with information sources relating to managing people.
b) To evaluate the usefulness of some information sources.
c) To identify current issues in ‘the changing world of work’.
d) To obtain early feedback, worth 25% of the overall module grade.

Process:

i) Use the hour of your seminar time to visit the library, a computer
room or other venue of your choice.
ii) Using the teaching programme & the library seminar to find sources of
information (or choosing your own) - eg newspaper, journal, internet
site1 - search for a current/topical item/article of interest relating to
the world of work; preferably something which has happened recently
or something which is about to happen. This could be something
specific, eg an Employment Tribunal case or a change in employment
law, or perhaps could involve identifying a trend or evolving issue. Be
selective – choose something important or interesting.

Eg on 21 June 2005 I might have selected:

Midlands TUC takes a stand on workplace smoking

The Midlands TUC has taken a stand in favour of healthier, safer, workplaces by adopting a policy
on smoking in the workplace at its Regional Council held on Saturday 18th June.
http://www.tuc.org.uk/h_and_s/tuc-10072-f0.cfm

Government urged to go the last step on smoking

Commenting on the launch today (Monday) of the Government's consultation exercise which
could see smoking banished from most UK workplaces, TUC General Secretary Brendan Barber
said:

'The Government is to be congratulated on its move to ban smoking from the overwhelming
majority of workplaces. Making premises smoke-free will be popular with all employees who until
now have been forced to do their jobs in a smoky, murky environment.
http://www.tuc.org.uk/h_and_s/tuc-10056-f0.cfm

This could then be extended, using further articles/information sources, into a more general
discussion on smoking at the workplace or health & safety issues at work.

OR:

Workers at tourist attractions across England will stage industrial action today, but the dispute
will not disrupt the summer solstice celebrations at Stonehenge.
Unions engaged in a pay dispute with English Heritage acknowledge they have chosen "a key
date in the English Heritage diary" to stage the action. But both parties say the strike will not
disrupt the 20,000 people who are expected to watch the sun rise at Stonehenge this morning.
http://www.guardian.co.uk/uk_news/story/0,,1510973,00.html
Accessed 21.06.05

This story could then be widened into a fuller discussion of industrial disputes in the UK in 2005, using a
wider variety of articles & information sources.
OR:

1
NB for internet references always give date accessed.

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 Working time opt-out wins a reprieve
Controversial clause of directive allows staff to work longer than 48 hours a week
Issue date: 16 June 2005
Source: People Management magazine Page: 12
UK employers can breathe a sigh of relief now that efforts to remove the opt-out in the working time directive
have again been stopped.
At a meeting this month of the EU Council of Ministers, Germany, Poland, Slovakia, Cyprus and Malta sided
with the UK in favour of maintaining the opt-out, effectively blocking resolution of the issue.
"Both employers and employees value the choice and flexibility of the opt-out," said Ben Willmott, CIPD
adviser, employee relations.
The controversial clause of the directive allows staff to work longer than 48 hours a week.
http://www.peoplemanagement.co.uk/pm/articles/workingtimeoptoutwinsreprieve.htm?
name=management+and+the+economy&type=subject
Accessed 21/06/05

This could be widened into a discussion on smoking at work or on current health & safety issues
generally.

This story could then be widened into a fuller discussion of work-life balance & long hours culture in the
UK, using a wider variety of articles & information sources.

--------------------------------------------------------------------------------

iii Read the examples above. Then read papers/journals/internet sites & select
a theme/issue that you would like to explore & discuss. Select one issue to
present briefly to the rest of your seminar group.
iv Having selected a topic, find as much information on the issue from various
sources, explaining the relevance to the world of work & why you chose the
topic, summarising the main issues, together with your findings on the
usefulness (or otherwise!) of the information sources which you tried
(guideline –10/15 minutes for each group). Present to rest of seminar
group & be prepared to answer questions.
iv Submit to SAO a written word-processed summary of your findings (one for
the group). Around 2/3 pages is about right, certainly no more than 1500 –
2000 words. Please attach copies of any material used during the
presentation.

SEMINAR PROGRAMME
21 & 25 Seminar exercise: Assignment 1a: Form groups & start research
Oct
28 Oct What you need to know! Library seminar to help with assignment 1 & Managing People
& 2 Nov sources of information generally.
Friday – Library IT Room with Chris Powis
Tuesday 11 – 12 - Library IT Room with Chris Powis
Tuesday 2-3 Rooms to be advised with Chris Powis
4&8 Seminar exercise: No formal seminars; time to research
Nov & work in groups; I am available in C122.
Hand in written summary to SAO on or before Thursday 10 November.
11 & 15 Nov
18 & 22 Nov 3 weeks
25 & 29 Nov
Seminar exercise: Assignment 1a – present in class

If you should fail this assignment you will be provided with a resit assignment
at the seminar session on 13/17 January. The deadline for the submission of
this referred assignment will be Friday 3 Feb 2006.

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 HRM 1004: Assignment 2 (50%)
“Managerial work across all levels… is characterised by pace, brevity, variety and
fragmentation…It is hectic and fragmented, requiring the ability to shift
continuously from relationship to relationship, from topic to topic, and from
problem to problem.”
(Partridge, 1989: 205)

In groups of 3-4 you are to prepare a management report which demonstrates your
understanding of SIX of the competences outlined by the Management Standards
Centre (MSC), see Appendix A. Support your argument with relevant theory and
examples.

Your tasks are to explain, in your own words, but with appropriate referencing from the
literature:

• Your methodology
• What each of the competencies you choose involves
• An evaluation of why each of the competencies is important in the work of an
effective manager
• To provide both ‘good’ and ‘bad’ examples of how “real life” managers have
implemented each of the competencies

ASSESSMENT CRITERIA

You will be assessed against the following criteria:

Data Collected

The evidence should be gained from interviewing managers, observing situations and
from examples in publications. A record of how the data was collected must be included
in the appendices, for example:
• A diary of when observations were undertaken, the name of the organisation, who
was observed and their position in the organisation;
• Photocopies of journal/newspaper/website articles that were used for providing
examples, as an Appendix.

If possible you should include examples from a range of organisations that include
voluntary organisations, commercial firms and public sector organisations.

Evaluation of Theory and Practice

Information obtained should be critically reviewed and analysed in the context of theory
and conceptual models supporting the module (where appropriate) and how they relate
to management practice.

You should evaluate the examples that you selected in the light of how successfully
and/or unsuccessfully they have been implemented. For example if consideration was
given by the organisation to relevant legislation.

Content

The findings should be presented in a logically structured business report. Number of

words for main report approx 2000-3000 words (guideline only). All sources must be
appropriately referenced. Do NOT cut and paste from the Management Standards
website.

Guidelines on report writing will be posted on NILE.

Hand in Date: Thursday 16 February 2005. TO: Student Assessment Office.

Make sure student numbers for everyone in the group are on the front sheet.

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If you should fail this assignment you will be provided with a resit assignment
at the seminar session on 10/14 March. The deadline for the submission of this
referred assignment will be Friday 5 May 2006.

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 APPENDIX A

The Management Standards Centre (MSC) is the Government recognised

standards setting body for the management and leadership areas. Over the past
two years, the MSC has been engaged in a publicly funded project to develop a
new set of National Occupational Standards (NOS) for management and
leadership. The new standards, which were approved in May 2004, describe
the level of performance expected in employment for a range of management
and leadership functions/activities.

To access the new standards click ‘NEW

STANDARDS’ in the main menu at:
www.management-standards.org.uk

From these pages you will be able to see a

complete list of the units which comprise the
new standards. You will also be able to view and
download each of the units. Over time, the MSC
will be adding additional information to this
website to support individual and organisational
use of the new standards.
Note that some text books may still refer to these as the standards of the
Management Charter Initiative.

New National Occupational Standards (NOS) for Management and

Leadership

The new standards for management and leadership consist of the following units
– click the respective unit title to view the content of the unit and download as
PDF files:

A. Managing self and personal skills

A1. Manage your own resources

A2. Manage your own resources and professional development
A3. Develop your personal networks

B. Providing direction

B1. Develop and implement operational plans for your area of responsibility
B2. Map the environment in which your organisation operates
B3. Develop a strategic business plan for your organisation
B4. Put the strategic business plan into action
B5. Provide leadership for your team
B6. Provide leadership in your area of responsibility
B7. Provide leadership for your organisation
B8. Ensure compliance with legal, regulatory, ethical and social requirements
B9. Develop the culture of your organisation
B10. Manage risk
B11. Promote equality of opportunity and diversity in your area of responsibility
B12. Promote equality of opportunity and diversity in your organisation

C. Facilitating change

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C1. Encourage innovation in your team
C2. Encourage innovation in your area of responsibility
C3. Encourage innovation in your organisation
C4. Lead change
C5. Plan change
C6. Implement change

D. Working with people

D1. Develop productive working relationships with colleagues

D2. Develop productive working relationships with colleagues and stakeholders
D3. Recruit, select and keep colleagues
D4. Plan the workforce
D5. Allocate and check work in your team
D6. Allocate and monitor the progress and quality of work in your area of
responsibility
D7. Provide learning opportunities for colleagues

E. Using resources

E1. Manage a budget

E2. Manage finance for your area of responsibility
E3. Obtain additional finance for the organisation
E4. Promote the use of technology within your organisation
E5. Ensure your own action reduce risks to health and safety
E6. Ensure health and safety requirements are met in your area of responsibility
E7. Ensure an effective organisational approach to health and safety

F. Achieving results

F1. Manage a project

F2. Manage a programme of complementary projects
F3. Manage business processes
F4. Develop and review a framework for marketing
F5. Resolve customer service problems
F6. Monitor and solve customer service problems
F7. Support customer service improvements
F8. Work with others to improve customer service
F9. Build your organisation’s understanding of its market and customers
F10. Develop a customer focussed organisation
F11. Manage the achievement of customer satisfaction
F12. Improve organisational performance

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