Managing people in organisations

This publication focuses on the issues of managing people in the highly non-linear environment of organisations, caused by the chaotic influence of geopolitical, demographic, social, migratory, technical and other factors.
The author views human resource management as a strategic and logically thought-out approach to managing an organisation's most valuable resource—its employees, who, by providing their knowledge and skills, contribute to varying degrees to achieving its goals. This management is carried out through corporate ideology, policy and culture, linked to the corporate and personnel strategy. Effective work with people can strengthen their loyalty, engagement and energy, and thus their value to the organisation, its competitiveness and their own self-realisation.
The publication describes how to achieve this through a fundamental change in corporate philosophy and approach to the concept of the workforce—from seeing the employee as a passive executor of assigned tasks to an active participant in corporate activities and an improver, ideally with entrepreneurial attitudes and an active approach to their assigned work. The path leads through a gradual transition from the prevailing functional management models, which are based on an authoritarian approach, to participative models and democratic leadership that allow the full utilisation of the capabilities of motivated workers for mutual benefit.
This publication is addressed to managers, especially personnel managers, officers in charge of personnel activities—particularly recruitment, selection, and hiring of employees, their adaptation, evaluation, remuneration, promotion—and will also serve students of human resources, andragogy, adult education and helping professions equally well.