Managing People

Managing People

The history of managing people has reflected prevailing beliefs and

attitudes held in society about employees, the response of employers

to public policy (for example, health and safety and employment

legislation) and reactions to trade union growth. In the early stages

of the Industrial Revolution, the extraordinary codes of discipline

and fines imposed by factory owners were, in part, a response to the

serious problem of imposing standards of discipline and regularity on

an untrained workforce. In the 1840s common humanity and political

pressure began to combine with enlightened self-interest among a few

of the larger employers to make them aware of alternative ways of

managing their workforce, other than coercion, sanctions, or monetary

reward. Theorists also suggest that the ways in which organisations

choose to manage their employees are in a state of transition. Labour

management practices have assumed new prominence in the 1990s as

concerns persisted about global competition, the internationalisation

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 effective utilisation of human

resources.

The assignment consist in studying the need for new approach 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 first 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 con...

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