Difference Between Personnel Manager and Hr Manager

My leadership style is about how I treat under me with respect, approachable and willing to listen with different suggestions in decision making. I want to have a cooperative teamwork, little supervision, and motivation with professionalism. There is always room for training in developing skills and expertise and encouragement to go above and beyond.

An authoritative leader addresses the end but generally gives workers freedom to innovate, experiment and take risks. The authoritative style works best for organizations that are off track, it helps in creating a new course and fresh long-term vision. The affiliative style strives to keep employees happy to create harmony among. The style has a positive effect on communication. People who like one another a lot talk lot. They share ideas, inspirations leading to flexibility, innovation and risk taking. This style should only be employed when trying to build team harmony. The democratic style allows leaders to build consensus through participation. By spending time getting people’s ideas, a leader is able to build trust, respect and commitment. This style works best when a leader is uncertain about best direction however, it does not make sense if employees are not competent. Pacesetting is a leadership style that expects excellence and self-direction. The leader is obsessive about doing things better and faster, and expects the same of everyone around

The emphasis is on support and empowerment. The HR manager listens well and communicates personal warmth and openness. This leader empowers people through participation and attempts to gain the resources people need to do a job well. HR managers confront when appropriate but try to do so in a supportive climate

This leadership style is more concerned with maintaining the normal flow and keeping the ship running smoothly (Ingram, 2015). Without the broader context of a shared vision and the higher-level perspective of what an organization is trying to accomplish, people will maintain a narrow focus. Employees will tend to concentrate on the individual transactions at hand such as processing forms and interacting with callers, rather than how those transactions fit into and contribute to higher goals (Tucci, 2008). This style is effective in addressing small operational issues quickly but does not address strategic growth (Ingram,

Managers want an HR function which understands the workforce and can help balance the organisations employee and business needs. They want a proactive HR function which identifies issues before they happen and works with managers to address them. They would like HR to help them with their most challenging people issues including motivation, change and skills development. An HR function which does not understand the business and the workforce completely loses its value.

Employees under this leadership style are offered little or no guidance, no direction is given and many processes are out of control. Employees are left to assume organizational goals and objectives with job descriptions, policies, and procedure exchanged word of mouth, from employee to employee. Some people are not good at setting their own deadlines, managing their own projects and solving problems on their own. Therefore, employees under this leadership are not in the best situation as it often leads to poorly defined roles and a lack of motivation.

The four leadership styles within the situational leadership model are: Directing style: Leaders at this stage increases the motivation in each team member. Whenever there comes a point when a team member thinks that they can’t get a job done the leader come through and direct them in the right direction. They are able to point the team member on the right path to accomplish their task.

The next fundamental style is achievement oriented leadership. This calls for the leader to set specific work related goals for employees to strive for. This usually results in a reward for successfully reaching these goals, a bonus being a common example. Next is supportive leadership behaviour; this is the concern for his or her employees well being. In cases where tasks are stressful, and sometimes distressing this is an important style for a leader to possess. An effective leader must pay attention to the psychological needs of those working below them. Lastly, there are the participative leader behaviours style. This aspect entails that a leader is mindful of his or her employees and their input in situations. A leader that displays this style will ask for employee participation before making any final decisions. These behaviours can all be used interchangeably depending on the situation.

Human Resource Management (HRM) is a relatively new approach to managing people in any organization. It is concerned with the people dimension in management of an organization since people are considered the key resource in this approach. An organization is a body of people, their development of skills, their motivation for higher levels of attainment, their levels of commitment are all relevant activities.

This theory is useful and relevant because it considers the level of competency of the workers and the details of the task. Leaders using this style ensure that they do not focus more on the task without understanding the relationship with the people they lead. With this style leaders are capable of doing their jobs successfully because leaders communicate, participate, sell their message to get people on board, delegate and monitor the progress (Fairholm&Fairholm, 2009).

In the investigation of the various characteristics and styles of leadership the emphasis of the style approach is the focus on the actions and behavioral characteristics of the leader. There are two behaviors of the style approach that researchers have observed: task behaviors and relationship behaviors (Northouse, 2007). People who are in roles of leadership should possess both behaviors to be successful in their position and maintain motivation and the quest for achievement in their subordinates. Task behaviors are those traits that keep others motivated to work to complete objectives. Relationship behaviors are characteristics and actions that leaders possess that make others feel respected and want to work towards goals. Unlike other

There are two types of leadership styles and two types of leader behaviors; leaders who focus on employees completing a task and leaders who focus on employee’s emotions to complete a task. For example, leader task oriented may disconnect from the human and focus on the task at hand. However, a leader who is employee oriented will focus on training, demonstrating and ensuring that the employee is clear on the task at hand. Per the McGregor’s Theory X and Theory Y research, it is stated that Theory Y

An HR manager can have a tremendous impact on the productivity of an organization. One of the ways they can influence an organization is by properly managing the change process and

Leadership came along with many changes as time or generation changes. The leadership style, at first the Great Man theory where the leaders are born or destined by birth. Then the Trait theory, the trait or characteristics of a leader either inborn or can be learned. Leaders should have an ability to reflex upon the situation at ad hoc with respect to the situation, so the theory Situational theory of leadership style aroused. Then the Transactional theory, leadership style where leader promotes compliance the followers through reward and punishment. The most importantly the Transformational leadership style focuses on team-building, motivation and collaboration with followers at different levels for the better change. Other leadership styles like Participative which is very democratic in decision making and delegate style making followers take charge of the

In conclusion, Human resource management is the advanced version of Personnel management. Human resource management basically deals with developing Personnel management skills. It is Human resource management that develops a team of employees for an organisation.