Why line managers often can’t manage

The devolution of HRM practices to line managers is an ongoing topic in human resource management; meaning, in brief, that many HRM practices now fall under the remit of line managers. Take, for instance, recruitment and selection: while a HR representative from the HR department may attend interviews for new recruits to the organisation, it is the line manager - the person whose team will be joined by the new recruit - that suffers the consequences of the hiring decision, and so also ultimately (in consultation with the rest of the interview panel) owns the selection decision. However, the issue with line managers now undertaking more and more HR-related tasks (including conducting performance appraisals, advising training and development needs of individual subordinates), is that most Continue reading here [...]

MSc Business Management

This programme, is primarily for non-business graduates of any discipline who wish to pursue a career in business and management. The programme assumes no prior knowledge of business and management topics, but does assume the capacity for study and development of an honours degree graduate. The programme is extensive and fast paced bringing the students on a high growth learning experience across the 12 months of the programme. The complexity of the modern economic environment requires successful business executives to have an in-depth knowledge of up to date relevant theory and concepts and to deploy an enormous array of analytical, conceptual, technical and social skills. This programme will introduce students to this broad range of business and management topics and develop their understanding Continue reading here [...]

Leaders as they could/should be….

Leadership and management training which separates the training from the specific context of the organisation is being called into question. Indeed a CIPD report proclaims that the era of "sheep-dip leadership and management training are over", now replaced by training programmes which are aligned with the specific organisation's values, corporate culture and strategy. The CIPD Perspectives on Leadership in 2012 report propounds the requirement of a new type of leadership in contemporary times in order to get the maximum results from the human capital in the organisation through a balanced emphasis on positive work cultures which support creativity, autonomy and an ethical mindset. Relational leadership, values-based leadership (both underlining the importance of a high quality relationship Continue reading here [...]