People Management Models
But it is important to keep in mind that these ways of dealing with human resources within a company are always changing. This is because, it is necessary to correspond to the time it is applied and to the time we live in, therefore, changes are necessary.
In this post, we’ll talk better about these methodologies. Thus, after reading all the content, you will know which is the ideal people management model for your company. Come on? Good reading!
What is people management?
Simply put, this concept refers to the set of practices to hire, align, encourage and develop professionals, making them more mature and competent at work.
But it is common for people to limit this type of management to the HR sector, which is not true. The management of people is the responsibility of all senior management, especially the immediate superiors. After all, they manage their subordinates and teams.
Yet, no matter how good HR practices are, without the consensus, support, and commitment of immediate leadership, it is very difficult to bring about change and improvement. Therefore, all leadership must commit to improving human capital management.
What are the main people management models?
There is no correct or more efficient formula for managing an institution’s human capital. Thus, managers can create strategies based on several factors, such as team size and suitability, company culture, or project type, among other factors.
So, in order to guide you, we have listed below 12 people management models for you to get to know better.
1. Democratic management
This people management model places great value on organizational talents. The tendency of the democratic leader is to keep the team always united around common goals. Therefore, he consults them whenever new challenges and demands arise within the company.
2. Inspiring management
Here, we have a people management model based on the idea of “if we are positively inspired, we do better and become better at what we propose”.
Therefore, an inspirational leader needs to devote great efforts to be an example to his team in every way. But it is not just the work methodology and commitment to the tasks that count, but also your human skills and your behavior towards employees should stand out.
3. Meritocratic management
Meritocracy represents a fair and well-targeted model of people management. After all, each professional has their value based on their efforts and the results achieved in favor of the organization.
But the search for recognition can generate a highly competitive environment within organizations. Therefore, the leader needs to have a lot of flexibility for the results to be positive.
4. Management focused on results
In results-focused management, the steps taken by the professional are not as important as the results they achieve. Here, there is a tendency to strengthen teamwork, so that employees leave their comfort zone and look for innovative ideas.
However, the leader needs to be clear about his goals and let the team have creative freedom so that the results are properly achieved.
5. Authoritarian or autocratic management
The autocratic leader is the one who centralizes all the decisions in his hands and just orders the collaborators to fulfill the tasks pre-established by him. What we can already see is quite outdated.
But in any management model or organizational culture, there may be times when autocratic leadership is needed. To overcome a crisis, for example, the manager can focus all decisions on himself.
However, when applied continuously, it generates demotivation in the team and bars the development of talent, leaving the organization stagnant.
6. Value chain management
In this people management model, the employee’s efficiency is measured in relation to the value they add to the company’s customers and businesses. Therefore, the leader needs to have a great understanding of the market needs and the level of consumer satisfaction in order to clearly convey the demands.
7. Flexible management
The idea of flexible management is the decentralization of organizational processes so that there is greater participation of employees in decision–making — which can be beneficial or not, depending on the maturity of the professionals.
This model does not exactly mean that the flowchart is horizontal, but seeks to strengthen the aspects of human interaction and efficiently connect with all business stakeholders.
8. Performance management
Here, we need to understand that performance management and performance appraisal are two different things. Although one complements the other, the assessment is not restricted to performance management and is also used in other people management models to monitor and encourage employee growth. Therefore, the assessment is only one phase of people management.
It is a model focused on Knowledge, Skills, and Attitudes (CHA), which make the professional able to perform their activities efficiently in the organization. Therefore, the company invests in constant learning, creating Individual Development Plans (PDI) to promote employee growth, and using evaluations to monitor and improve results.
9. Behavioral management
Behavioral management proposes worker recognition beyond the economic factor. Therefore, it aims to discover or awaken in the professional a value as a human being that allows him to adapt to the proposed activities at work.
Here, tasks are no longer the focus, as well as costs and immediate results, so the management’s gaze is fixed on people’s behavior. This is a trend that is here to stay and should be used in many companies.
10. Management by competences
The focus of this people management model is the development, assessment, and certification of skills to increase an organization’s productivity and competitiveness. Thus, employees are recognized for having skills that add value to the business with a high level of excellence.
This is a very strategic method, which requires a clinical look at their teams from the leader. In this way, it is possible to identify the best opportunities for the development of individual and collective skills to invest in them efficiently.
11. Collaborative management
In general, collaborative management is a method that decentralizes decision-making. Traditionally, a leader is responsible for setting the rules and strategies alone. But in collaborative management, everyone contributes to a final resolution.
Many participatory tools, such as brainstorming, are an important part of collaborative management. In this way, professionals are able to extract the best ideas in decisions and seek new solutions at work.
12. Centralized management
Centralizing management revolves around the figure of the leader, who has the most attributions for himself, believing that he is the only one capable and making little use of the skills of his team. What could be a mistake?
This model is harmful to generating demotivation in workers, who cannot see opportunities for growth in the organization. Thus, they do not strive as they could to achieve results and leave the organization at the first opportunity.
Of course, there may be times when centralizing tasks is the best option, such as in a crisis. However, the ideal is to bet on people management models that promote the participation of all, valuing the talents, ideas, and work of each professional.
