It's a simple presentation on "How to improve people management". It will help you to find the points -helpful for people management.

1. Emranul Haque

4. • People management is about
managing people.
• People management is a
subset of human resource
management, which deals with
strategic, financial and policy
issues, as well as people
management.

5. • People management refers to a
manager's role in training,
developing and motivating
employees to perform their best. This
role is distinct from other managerial
roles, such as administration and
decision making. About.com indicates
that people management is the most
difficult and most important role of a
manager.

8. • Managing is about people. Great managers build lasting
relationships with their people that are based on trust, respect and
communication. Building relationships with employees does not
mean that you have to become their friend. It means that you have to
earn their trust and respect. An excessively friendly approach can be
just as damaging to a work relationship as abusive control.
Managers must learn to be open and approachable without
becoming the employee’s buddy.

10. • Managers are quick to hold employees accountable for performance
failures or bad behavior. They are quick to deflect fault to upper
manager or other department heads. When they fail to hold
themselves accountable, the fail to manage their people. Manager’s
need to realize that the buck stops here. They are responsible for the
actions of their employees. They are responsible for the performance
of their departments. No one else is to blame. The responsibility is
theirs, and theirs alone.

11. • Managers willing to take a bullet for their employees are able to gain
the respect and trust needed to effective manager their people. This
does not mean that you should let employees get away with poor
performance or bad behavior. It means that you, and you alone,
should be the one holding them accountable for their actions while
you, and you alone, are accountable to upper management.

13. • There is more to listening that just opening your door to
let employees vent. They are legitimate concerns and
you must be willing to hear them out. But listening goes
even farther. You must be willing to act on those
concerns. Do not shake your head and tell them you
understand. Do something about it.

14. • Great managers also do not wait for employees to
come to them. Instead, these managers are always
listening. They listen to water cooler chatter and
break room gossip. They proactively seek feedback
and address issues before they create any
problems.

16. • Never hide anything from your people. It is deceptive and can cost
you their respect. This does not mean that you should blab inside
information that upper management has deemed confidential. Just
keep them informed on what is going on inside the company and
inside the department. Let them know why certain decisions were
made. While employees are not entitled to this information, keeping
them in the loop is part of a trusting relationship.

18. • Good employees are hard to find and even harder
to replace. In an attempt to keep good employees,
some manager avoid career development. They do
not help their people prepare for future
advancement opportunities within the company. As
a manager, your primary responsibility is the welfare
of your employees. It is in their best interests to be
prepared for advancement within the company.

19. • It is also in the company’s best interests to identify
good employees and make sure they are promoted
to positions where they can better support the
company.
• Management is leadership. They are inseparable.
Learning people management skills will make you a
better leader and a valuable asset for your
company.

21. https://www.youtube.com/watch?v=d6yW9IsQ00A

22. • The role of a manager may vary across
industries, but anyone who is involved
in managing people is responsible for
planning, coordinating, supervising and
motivating people. In order to manage
people well, you need to be aware of
their talents, resources and goals.
Poor management of people can lead to low productivity and
morale.

23. • Outside of the work environment,
knowing how to manage people will help
you in all of your personal relationships.
Improve people management by getting
to know those you manage and how they
work, leading by example and holding
everyone accountable for accomplishing
what they say they are going to do.

24. • Flexibility is important in improving
people management. The way you
manage one person might be different
than the way you manage another.
Schedule time to talk to people..
Understanding their own personal strengths, challenges and goals
will help you relate to them better and manage their work and
contributions.

25. • People management requires leadership,
and the best way to lead is by example.
You cannot create a separate set of rules
for yourself. Hold yourself to the same
standards as you hold other people.
Arrive to work, meetings and events on
time or a little early.
This shows the people you manage that you take your obligations
seriously and you respect their time. Work hard. Others will notice if
you take 2 hour lunch breaks or leave early on a regular basis.

26. • Show people that you are honest
and trustworthy. Say what you mean
and if you do not know the answer to
someone's question, admit to it.

27. • If something is taking a lot of time for
one of your employees and she has a
better idea of how to get the result, be
willing to listen. The people you
manage will find you responsive. Ask
for input before you make any major
systematic or procedural changes.
This will allow the people you manage to feel heard, even if the
result is something they are not happy about.

28. • Everyone you manage should
understand their roles and what they
need to do. Share performance
standards and let everyone know what
success will look like. In his book "First,
Break All the Rules," Marcus
Buckingham says that people must
know what is expected of them before
they can succeed.
Communicating better is a great way to improve people
management.

29. • People are often willing to work harder
when they understand why they are
doing what is asked of them. Be
specific in your explanations. For
example, instead of saying "I need the
sales report by the end of the month,"
you could say "I need the sales report by the end of the month so I
can forecast our sales goals for next month."

30. • Note what types of your own
behavior bring the best performance
results. Some people prefer an
authoritative manager and others
work better with a manager who
thinks of himself as a team member.

31. • Your culture will help inspire and
motivate others. Celebrate victories,
show your appreciation and publicly
reward people who surpass
expectations.