This document provides an overview of how to manage people by covering topics like helping people learn and develop, rewarding people, managing change, managing conflict, and handling people problems. Some key points include: - Promoting learning and development through understanding needs, training, coaching, mentoring, and personal development planning. - Rewarding people through both financial and non-financial means like pay, benefits, empowerment, and recognition to motivate performance. - Managing change by understanding resistance, following a process of awareness, analysis, decision, and managing the transition to a new structure. - Addressing conflict constructively by problem-solving, compromise, or confrontation rather than withdrawal or forcing a win/lose situation

1. How to Manage People
Michael Amstrong
Sadikun Citra Rusmana
NIM 1708000 rong

2. Contents of Learning
Chapter 12 Helping people to learn and
develop
Chapter 13 Rewarding People
Chapter 14 Managing Change
Chapter 15 Managing Conflict
Chapter 16 Handling People Problems

3. CHAPTER 12
HELPING PEOPLE TO LEARN AND
DEVELOP

4. How You can Promote Learning and Development
• Manager or team leader needs skilled,
knowledgable, and competent people in a
department,
• Make sure that people not only can lean the
basic skill, but that they depelov those skill to
perform ever better when faced with new
demand and challenges.

5. How to Promote Learning and Development
• Understanding learning needs,
• Induction training, helping people anytime
and welcome for new members of team,
• Continuous learning,
• Personal development planning,
• Coaching, is a one to one method of helping
people develop they skill and competence day
to day

6. Stages of Personal Development Planning
Asses current
position
Set goal
Plan action
implement

7. Mentoring
• Mentoring, is the process of using specialy
selected trained individual to learn and
develop,
• Mentoring, involves learning on the job, which
must always be the best way of acquiring the
particular skill and knowledge

8. How...
• Job instruction, is the sequence instruction
should consist of the following stages,
• Preparation, trainer must have a plan for
presenting the subject,
• Presentation, combination of telling and
showing – explanation and demonstration
• Demonstration, is an essential stage in
instruction, especialy when the skill to be
learned.

9. CHAPTER 13
REWARDING PEOPLE
How to Manage People

10. Recognized the People
• People will contributed more
and cooperate more whole
heartedly if they feel that they
are valued,
• Its happens when the
organization recognized them
for what they achieve and
reward them according to their
contribution

11. Reward Systems
• A reward systems consists of
explicit policies, practices and
procedures which are organized
and managed as a whole.
• A complete system is based on
reward policies, which set
guidelines for decision making and
action

12. Approach to Rewarding People
FINANCIAL NON-FINANCIAL
REWARD
Restricted by
budget and
procedures
Base pay, merit pay, benefit
pension,
Empowering,
Giving people more
responsibility, encouraging,
supporting

13. CHAPTER 14
MANAGING CHANGE
How to Manage People

14. Change...?
Change is the only
constant thing
that happens in
organization
Many people
resist change,
any change
There are
some people
who welcome
change
...but they are probably
in the minority

15. The Change Process
conceptualy
• Start with an awarenes of the need of change
• Analysis of this situation and the factors have created
Method
• Diagnosis of their distinctive characteristic and indication
• Identified and evaluated and a choice made of prefered
action
Decision
• Managing change during this transition
• Define new structured, system or process is installed

16. Resistance to Change
• it,’s won’t to work,
• we’re already doing it,
• It’s been tried before without success
• It’s not practical,
• It’s won’t solve the problem,
• It’s too risky,
• It’s based on pure theory,
• It’s will cost too much
• It will antagonized the customers,
• It will create more problems than it solves

17. CHAPTER 15
MANAGING CONFLICT
How to Manage People

18. Why Conflict...?
• Conflict is inevitable (tak terelakan) in
organization because they function by means
of adjustment and compromises among
competitive elements in the structure and
membership,
• Conflict is nor always to be deplored. It may
result from progress and change and it can be
used constructively.

19. + / - conflict
There is such a thing as creative
conflict – new or modified
ideas, re-examination of
different point is based on an
objective and rational exchange
of information and opinion
But conflict become
contraproductive when it is
based on personality clash

20. Handling Intergroup Conflict
• Peacefull coexistance, ...to smooth out
difference and emphasize commond ground,
• compromise, ...negotiation or bargaining and
neither party wins or loses,
• Problem solving, ...is made to find genuine
solution to the problem rather than just
accommodate differencess

21. Handling Interpersonal Conflict
• Withdrawal, ...this clasic win/or lose situation. The
problem has been resolve by force but not be the best
solution. The winner may be triumphant (berjaya) and
the loser will be agrieved (tersinggung). They may fight
againt anothe day.
• Smoothing over differences..that the conflict does not
exist, but this is unsatisfaction solution,
• Compromise, ...bargaining to solution acceptable to
both side,
• Constructive confrontation...bringing the individuals in
conflict together with a third party to mutual
understanding to produce win/win solution.

22. CHAPTER 16
HANDLING PEOPLE PROBLEMS
How to Manage People

23. If you
manage
people you
will have
people
problems

24. Get the fact
Weigh and
decide
Check result Take action
approach

25. Basic Approach
• Get the fact...make sure that you have all the
information or evidence you need to
understand exactly what the problem is,
• Weigh and decide...analys the fact to identify
the cause,
• Take action...establishing goals and succes
criteria and put the plan in to effect,
• Check result...monitor the implementation

26. The most common problems
• Disciplinary issues
• Negative behavior,
• Under performance,
• Absenteeism,
• Timekeeping,
• Handling challenging conversation,

27. 10 approaches to managing Negative Behavior
1. Define the type of negative behavior, make notes of
examples
2. Discus the behavior with the individual as soon
3. Give actual example of behavior and explain
4. Discus and so far as possible agree,
5. Discus and agree posible remedies,
6. Monitor the action,
7. If improvment is not achieve, invoke disicplin procedur,
8. Start with verbal warning,
9. If there is no improvement, issue a formal warning, setting
out,
10. If negative behavior persist and continonus, take the
disciplinary action

28. Closing