Managing people

Abstract

The history of managing people has reflected prevailing beliefs and attitudes held in society more or less employees, the response of employers to public policy (for example, health and safety and economic consumption legislation) and reactions to trade union growth. In the early stages of the Industrial Revolution, the terrific codes of discipline and fines imposed by factory owners were, in part, a response to the serious problem of imposing standards of discipline and rule on an untrained employmentforce. In the 1840s common humanity and governmental pressure began to combine with enlightened self-interest among a fewer of the larger employers to make them aware of alternative ways of managing their workforce, some other than coercion, sanctions, or monetary reward. Theorists also suggest that the ways in which organisations choose to manage their employees are in a pronounce of transition. Labour management practices have assumed saucy jutting in the 1990s as concerns persisted ab proscribed global competition, the internationalization of technology and the productivity of workers. It is argued that these market input push work organisations to adjust their system of managerial control strengthen efficacious utilisation of human resources.

The assignment consist in perusing the need for new uprise to the management of people in order to reflect the way in which organisations are evolving at the start of the 21st century.

To proceed I will scratch line introduce the debate concerning organization evolution and the need for new approaches to manage people.



Then I will carry out an review of new methods to managing people in the organisation context, as well as people management philosophy and practices which trim back on the way in which organisation overall approach of people contribute to the effectiveness.

I will conclude with the controversy amid the Modernist and Post-Modernist paradigms in regard to management science and empirical research. A fundamental...

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