BSBFLM514A Manage people

Introduction

From this question arises the following: whether it is better to be loved than feared or the reverse? The answer is that one would like to be both the one and the other; because it is difficult to combine them, it is far better to be feared than loved if you cannot be both. One can make this generalisation about men, that they are ungrateful, fickle, liars and deceivers, they shun danger and are greedy for profit; while you treat them well, they are yours. They would shed blood for you, risk lives, their children, so long, as I said above, as danger is remote; but when you are in danger they turn against you. (Niccolo Machiavelli, 1513 cited in Bull, 1981:96)

As suggested in the Machiavelli quote above workplace leaders' actions and approach to leadership and management of people revolves around a worldview on the integrity and trust they can place in their fellow workers. Some approach workplace leadership based on a view that leadership and problem solving are participative and shared tasks. Others see workplace leadership as a means to control and motivate others to achieve performance outcomes they would not otherwise aspire to if left to their own devices.

This topic explores the concept of leadership and management within a team setting. Every team leader knows that good performance lies in the ongoing effort to balance the value the team brings to an organisation while respecting individual capabilities and contributions. This lies at the heart of how successful managers lead and develop people. They have to balance the imperative to form and lead teams to achieve agreed ends, while also managing activities associated with working with people in groups.

Performance appraisal and the associated management activities will be explored in this topic area. We will also study the applied processes relating to the implementation of appraisal and various aspects of performance management processes. This study will concentrate on how to plan, implement, measure and monitor performance to ensure the process of performance appraisal adds value at a strategic, operational and individual development level. Tools and methods will be provided for reflection and analysis.

This topic will cover information at the heart of the transition from the supervisor with leadership responsibilities, to the more 'nuts and bolts' view of the frontline manager with core accountabilities for managing people and resources. This complements the contemporary view of workplace leadership as a collective responsibility shared with staff and encouraged by the frontline manager.

Managers play a prominent part in motivating, mentoring, coaching and developing team cohesion through providing leadership for the team and forming the bridge between the management of the organisation and the team members.

At this level, work will normally be carried out within complex and diverse methods and procedures, which require the exercise of considerable discretion and judgement using a range of problem solving and decision making strategies.

Topics include:

• Manage performance of individuals in teams
• Address performance related issues
• Address issues and problems of individuals in teams
• Build support and commitment within the work team
• Review and evaluate management of individuals within the work team

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