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Introduction to People Management Assignment Sample

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Introduction: Introduction to People Management 

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Leadership plays an important role to build a team with common goals in an organization. If there is an effective leadership then it facilitates a company to develop a clear vision for closely bringing the team toward that vision. On the other hand, management contains leadership in it but it added furthermore things to define its definition. Management means managing the vast area of organizational activities and operations (Griffin, 2021). Talking about the relationship in an organization means the connections of a business with the employees, other companies, suppliers, etc. Parcel force is considered as a case company for the report. It is worldwide logistics and courier service Provider Company which is originated from the UK, and founded in 1990.

The report highlights all the major and critical concepts of management and leadership topics. The difference between leadership and management is also included in the report. Negotiation criteria along with talent management knowledge are explained in this study. To reflect effective people management in the report, three theories are adopted that are problem-solving, planning, and motivating.

Leadership and Management: Reflection on Differences, Skills, and Behavioural expectations

Leadership defines as ability to lead or guide a group of people in an organization. It is a great and powerful cycle that comprises individuals, pioneers, and outside electorates (Cortellazzo, et. al. 2019). There are four types of leadership, autocratic, laissez-faire, democratic, and bureaucratic leadership. On the other side, management refers to the procedure of controlling and administering the operations of an organization. Management is concerned with the 5M's which are machine, methods, materials, men, and money. Management is done on three levels in a company which includes top, middle, and lower-level management.

Differences between leadership and management:





The trait theory of leadership originated from the uniqueness of several leaders in both successful and unsuccessful businesses. This theory is used to predict effectual leadership (Uslu, 2019).

For example: The Hub managers of the Parcel force play the role of a leader by following the trait theory of leadership to effectively lead all 400 colleagues

A substitute method of planning and management of the company is offered by the systems management theory. This theory intends that business such as the human body has multiple devices that work pleasantly so that a better system can be operated optimally.

For Example: The case company customer service manager follows the system management theory for the better operations.


Leaders are highly skilled communicators who have expressive intellects. They can increase others' trust in them. Effective leaders cultivate followers who value them and exhibit traits like honesty and integrity. They may direct a group of people to work following their instructions and inspire them to go above and beyond.

A manager in an organization is a worker who is responsible for overseeing a team of people and their behaviour at work. The capacity of responsibility might vary widely among different parts of the organization.


Strategic leadership is a process in which management creates a vision for its organization utilizing a variety of management styles so that it may become accustomed to remaining competitive in a changing technical and economic environment.

For example: By fostering a sense of purpose and unity among case company teams, Parcel force leaders use this vision to motivate staff members and departments to bring about change inside the case company.

The ongoing monitoring, planning, analysis, and evaluation of every requirement a business needs to accomplish its goals and objectives which is known as strategic management (Bryson, and George, 2020).

For example: The management of Parcel force uses an effective strategy to successfully organize all its business operations. 

Skills of leadership and management:




Adaptability, agility, and planning

Effective leaders must be able to adjust to both internal and external change, even if it means going outside their comfort zone.

To achieve a goal, a process of persuasive behaviour and routine tasks must be put into action. This element is heavily discussed in strategic management. Planning is necessary because it determines which criteria must be fulfilled within the available constraints, such as budget, time, and resources.

Contingent Theory

This idea highlights many factors in a certain setting that influence the leadership style to fit the given conditions. The standard reveals that not every leadership approach is suitable for every circumstance.

The main assumption underlying the contingency management theory is that a variety of internal and external circumstances will ultimately have an impact on the management strategy.


Leaders who take the effort to develop true and trustworthy relationships with their staff are more effective as managers and have a stronger foundation for success.

The performance of a division or organization can be aided or hindered by relationships with outside stakeholders in addition to those with employees, managers, and colleagues.

For example: The contact centre managers of Parcel Force achieve the service targets by making relations with the inbound and outbound call teams.

Innovation, creativity, and prioritization

Modern leadership is extremely important for every business.

For Example: Parcel force developed newly innovated plans with the help of experienced leaders for the consistency in the services.

In addition to being able to manage their workload, managers must ensure that the work of their team is fairly allocated and keep track of tasks and project deadlines.

Behavioural expectations of leadership and management




Goals establishments

Most employees anticipate their leaders to model outstanding workplace conduct, including actively setting and completing goals (Ibrahim, and Daniel, 2019). For Example: Parcel force is establishing and achieving goals for the team's restructuring as well as the leader's professional career.

Management brings the collective goal of an organization in the whole financial year and the entire life of a company.

For example: Managers may ensure that the collective efforts of their teams contribute to the overall success of the Parcel force by creating goals that are consistent with the company's mission.

Planning with individuals and team

It is important to treat employees with respect. Recognize each team member's contribution and actively pay attention to their wants and concerns.

Managers create plans and have a clear idea of what they want to accomplish, so being able to communicate that plan effectively is crucial. A team that is aware of its road map for success may concentrate on what it has to do to reach its objectives.

Communication with team members

Be persuaded, yet humble, about the leader's professional achievements, most employees value a boss who is aware of their potential and ability for specialized development. Make the team aware of its shortcomings and its responsibility to address them.

A manager may make better judgments and provide the team member a sense of gratitude by working together along with talking with the team members during the decision-making process.

Behavioural theory

In this, the specific actions and metrics of leaders are more important than their traits. According to this notion, effective leadership is the result of several applied and learned talents.

The two related ideas of theory X and theory Y were generated by Douglas McGregor (Johnson, et. al. 2018). Two organizational styles, such as authoritarian and participatory, are transmitted through these ideologies. Leaders are required to use a severe style of administration in groups where employees show a passion for their profession.

Knowledge, Skills, and Behaviours needed to be an effective people manager

Leadership is a subcategory of management, a good manager first or foremost should have the leadership skills to assemble the troops and get the project moving onward (Covey, 2020). Away from experience, there are behaviours or skills that all managers have in common.

The skills are as follows:

Time Management – A good manager, manage the timeline and break it down into large parts of a project, d milestones or then in smaller phases which are known as tasks (Gregg, 2018). For example: The case company with the help of time management, not only develop the plan, it is also observing the process or regulating accordingly to stay on schedule for the delivery of the parcels.

Conflict Resolution – This is a tricky skill as a person does not want to merely use authority and risk resentment.

Team Building – To build a team manager should play a vital role in that part of an organization. The skill of effective team building will make a good impression on the manager in completing every task.

Task Management – Task management is more complex than developing the planning for it. A manager who has task management skills and works done on time will always touch the highest mountain in the business world. 

An effective people manager has to perform different activities in an organization such as:

Planning- This term contains a fundamental management function that includes determining before what is to be done when is to be done, how it is to be done, or by whom it is to be done. Managers' requirements to plan an agenda or give a blueprint of how the task is to be completed with all essential details, or also a manager must have a backup plan.

Problem-solving- It is an act of describing the problems and determining the effects of problems which misclassifying, arranging and choosing substitutes for the solutions. Managers who can overwhelm problems professionally can raise their efficiency, increase the job satisfaction of a team or inspire creativity within the division.

Motivation- Motivation is the internal course. Motivation in management denotes the stages managers can take to motivate the teams to accomplish more or support their work experience. 

Relationship and Negotiation: Reflection on Working Conditions, Pay, and Strikes.

To achieve success in performance management every manager chooses the path to follow the 4C's of management. These 4C's are communication, competency, coaching, and consistency (Bakhshandeh, 2021). When it comes to communication part, good managers should develop an environment where communication matters or is appreciated and anticipated. Competency ability in the managers will lead a company to align the overall competition criteria. The company's talent base cloud mapping is a brilliant tool to assess competency. 

For example: The Parcel force coaches the team by balancing positive guidance and encouragement, through conveying critical feedback when suitable. Consistency comes from intentional behaviour, so the case company create a commitment to embrace the consistency value.

The capability to negotiate superior conditions for employees does not occur accidentally. Good managers constantly work on it (Wijerathne, 2021). They attend, train, and learn to be capable to negotiate improved conditions at the work, no matter where the workplace is situated, no matter what status of the employees, or no matter how unorganized employees are there.

Causes of Strikes in negotiation are:

Overconfidence- It leads negotiators on both sides to consider that their cases are stronger than they are, whereas underrating the other side's readiness to stand in the company. 

Fairness-These concerns cause negotiators to discard deals that would leave both sides better off. 

Agents at a bargaining table can have encouragements that are misaligned with the interests of those they represent in collective bargaining negotiations. 

Employers and union representatives negotiate during collective bargaining. In addition to serving as a standard of clarity where employees know their value and unify a business with clear salary possibilities, pay balances are an important company planning tool for organizations to create new roles when the financial plan permits.

Theory: The relationship hypothesis essentially explains itself since leaders focus the core of their leadership style on interactions with others around them and on maintaining ties with them. They frequently serve as a mentor for their staff members, working together to satisfy their needs.

Talent Management: Reflection on the Woke Generation

Talent management is important for influencing when to hire as well as for employing personnel according to requirements (Ansar, and Baloch, 2018). Planning became chaotic as a result of increased market demand for swift delivery and a variety of items, the third indication of a corporate reorganization, and breakdown to keep up with cutting-edge management techniques.

The previous mentality of "we will stick around till you want us" does not appear to apply to the current generation of workers. They are more creative and willing to take risks in their careers; they also readily accept failure and are prepared for it. Employees today want smoother structures, build their careers around their employment, and want a clear performance management system. Concerns about work-life balance and challenges with workplace flexibility all demand the renewal of the social compact with the workforce. Employees' minds, perspectives, attitudes, and—most importantly—attitudes are changing, and talent management cannot afford to stand by and demand progress.

Employees of the new generation are more purpose-driven than previous generations, which give businesses the opportunity and motivation to emphasize maintaining inclusiveness, impartiality, diversity, and social justice as a support for their companies. The notion that managers and leaders held sole control has changed with the relationship between leaders and managers and talent management. The enormous influence of social media and how frequently unhappy employees express their disgust with what an association is a duty that does more harm than good to comprehend. Customers may doubt the company's ideals and ethics in addition to the company's difficulty in attracting and keeping personnel.

The talent management theory has taken on several interpretations that mirror certain significant HR developments in modern society (Hasanpour, et. al. 2019).

 For example: The Parcel force organization’s managerial success is aided by the significance of choosing and recruiting the most intelligent and capable individuals, as well as by acknowledging and valuing originality.


Effective leaders should recognize that they are accountable to people in positions of power and are, at their core, excellent supporters. They should maintain a strong sense of superiority over others and keep their job priorities aligned with the company's objectives. One has to have confidence in their expertise, skills, and ability to make decisions to manage well. This does not imply that they must be selfish or believe themselves to be superior to their personnel. Businesses must offer employees aspirations to improve job happiness. The secret to successful talent management is to make sure that workers have adequate opportunities to develop their skills inside the company. Companies should provide their employees freedom and independence in their work with effective leadership and management, as this will increase their sense of respect and worth and boost their job happiness.


From the above report, it is concluded that the grasp of abilities, information, and actions required managing people effectively in an organization. According to the paper, essential human resource practices that improve employee performance management at work were identified and evaluated to better understand contemporary difficulties that affect line managers' understanding of people management. The paper has covered management and leadership, as well as the distinctions, competencies, and behavioural expectations between them. The report's main points have clarified internal connections and negotiations about wages, working conditions, and employee strikes. The report demonstrates an understanding of the abilities, know-how, and conduct of an effective public manager. The paper concludes by identifying and assessing critical human resource practices that improve the management of public performance at work. The report's salient points will give an overview of the contemporary people management difficulties that line managers must deal with.


  • Ansar, N. and Baloch, A., 2018. Talent and talent management: definition and issues. IBT Journal of Business Studies (JBS)1(2).
  • Bakhshandeh, B., 2021. Perception of 21st Century 4CS (Critical Thinking, Communication, Creativity & Collaboration) Skill Gap in Private-Sector Employers in Lackawanna County, NE PA. The Pennsylvania State University.
  • Bryson, J. and George, B., 2020. Strategic management in public administration. In Oxford Research Encyclopedia of Politics.
  • Cortellazzo, L., Bruni, E. and Zampieri, R., 2019. The role of leadership in a digitalized world: A review. Frontiers in psychology10, p.1938.
  • Covey, S.R., 2020. The 7 habits of highly effective people. Simon and Schuster.
  • Gregg, M., 2018. Counterproductive: Time management in the knowledge economy. Duke University Press.
  • Griffin, R.W., 2021. Management. Cengage Learning.
  • Hasanpour, A., Abdollahi, B., Jafarinia, S. and Memari, M., 2019. Designing Talent Management Model in the Banking Industry Using Grounded Theory. Management Studies in Development and Evolution28(93), pp.93-129.
  • Ibrahim, A.U. and Daniel, C.O., 2019. Impact of leadership on organisational performance. International Journal of Business, Management and Social Research6(2), pp.367-374.
  • Johnson, J., Irizarry, M., Nguyen, N. and Maloney, P., 2018. Part 1: Foundational theories of human motivation.
  • Uslu, O., 2019. A general overview to leadership theories from a critical perspective.
  • Wijerathne, T., 2021. International Business Relationship Management & Negotiations. Available at SSRN 3993094.
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