HND--商务行为技巧报告_outcome1

Behavioural Skills for Business

DE3L 35

OUTCOME 1

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1. Introduction

This report focuses on the skills of the leader. Faboil Ltd has developed into a successful organization biotechnology field, Richard is the leader of this team, he was not aware of their responsibilities and the division of work of their subordinates not clear, and so some of the problems, the report will be an analysis of the company's business behavior skills the role of managers involved in the conflict, time management, stress management, in order to solve these problems.

2.0Analysis and Resolution

2.1 Manage roles

Henry Mintzberg identified 10 roles common to the work of all managers. The ten roles are divided into three groups:

●The interpersonal roles are the result of position he or she holds in management.

●The informational roles link all the managerial work together.

●The decisional roles the unique access to information places the manager at the centre of organization decision making.

The three interpersonal roles are primarily concerned with relationships. For instance, Figurehead, Liaison, Leader.

The direct relationships with people in the interpersonal roles place the manager in a unique position to get information. Thus, the three informational roles are primarily concerned with the information aspects of managerial work. For instance, Monitor, Disseminator, Spokesperson.

The unique access to information places the manager at the centre of organizational decision making. There are four decisional roles, for instance, Entrepreneur, Disturbance, Handler, Resource Allocator, and Negotiator.

In this case, Richard Cranberry is the leader of this team, he is difficult to control and manage the team, however, and this organization is very backward management approach. Richard Cranberry has encouraged his three project teams to develop new products, as quickly as possible. The leader's responsibility is to motivate and activation staffing, training, associated duties. But he was not clear about the responsibility of the leader, and the work of Joanne Carole Carole's work is not necessity. Richard Cranberry should be equal distribution of work.In this team, Richard is not associated with other departments.For the science department, finance department and marketing department, no association with each other.In a team, various departments should be contacted by the appropriate contact, so that is conducive to the development of the team, we must be engaged in the information exchange network and access the knowledge base. Thus, Richard should strengthen the interaction with other departments.Richard does not use the resources possible role in the allocation of resources, and can not provide a suitable job to the right person. Description of financial, material and human resources, distribution and

supervisory responsibilities. Depending on the sector, he should the allocate new work, and to strengthen the team spirit of cooperation among the three groups. In this case, Carole towards work dutifully, her organization has been 10 years, the other two the Team Leaders to with Carole's situation seemed to be coping better than Carole. Both Joanne and Ian sympathized, and told her that she should tell Richard that she could not cope. Carole did not really want to admit that she was unable to cope. Further consideration, she gave Richard some suggestions, but that meeting Richard but please long-term sick leave. She told the HR manager Colin Meed, about the status quo, let her do Acting Executive know Richard. A negotiation must have clear aim to discuses, and do many prepare work, you need to consider in advance they said the proposal is adopted, and whether the other side of the negotiations can be time presence.

2.2 Assertiveness skills

Assertiveness is an umbrella term it is more concerned with the judgment, action, decision making and modification of manager's integrated ability.

Aggressive people may upset others. This may lead to others avoiding them or escalating the conflict. This can affect communication, company image, relationships, and stress. They may also get upset with themselves afterwards if they have lost their temple -often aggressive people cannot control their aggressive.

Submissive people may avoid dealing with issues.0ther may get frustrated with them or trample over them .This may lead to resentment, reduced self-esteem, and stress.

Assertive people develop positive relationships with others, as they will try to consider other viewpoints as well as presenting their own viewpoint in a clear way. They will seek to work with others but will also stand up for themselves. This can lead to better self-image and reduced stress.

Bill of right

In this case,

2.3Conflict in the workplace

Conflict is process which begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about.

Conflict between Carole and Joanne. It belongs to interpersonal conflict. Carole asked Joanne, network analysis, is to take over because she thought it was Joanne expertise

from a moral perspective, Joanne refused to take on additional workload because she thought she was being undertaken Richard asked her.

Source of conflict in the workplace have different goals, different time frames, different relationships, unequal distribution of power, unclear roles and responsibilities, as well as a limited number of resources.

Carroll conflict because different goals. Incorrect authority Richard led to a clear role conflict leads to a great extent.

As a result, to reduce individual and organizational performance, damage to physical and mental health, and increase the high stress levels and poor work attitude, damage to personal and working relationship between each other.

Dealing with conflict can ignore the conflict, the conflict continues, to reduce or contain the conflict, conflict resolution, and to prevent the conflict in the first place. Communication with Joanne Carroll should perform; they can hold a meeting in order to solve this problem.

2.4 Time Management

Time management is about our use of time in relation to what we want to achieve. Typical time stealers are that searching for things or people, longer travel time, correcting mistakes, doing unnecessary activities, interruptions, changing priorities, unable to say “no”, waiting, clutter, procrastination.

Carol decision, due to the lack of communication of information, and other stakeholders, we must change. This is a steal to correct the error. She is doing unnecessary activities, because she had received a lot of workload, she could not cope. She could not say "no". There are wastes of time to interrupt her. After save notes staff interrupted her work.

她应该设置优先级的紧迫性和重要性，并确认她的工作。她应该计划和安排时间，以避免干扰大的程度上减少了后它注意到在她的办公桌上。她应该做一些必要的工作和休息时间，其他问题都可以迎刃而解。她也应该压力管理。压力过大，会降低工作成效。她可以参加一些放松的活动，它可以帮助她提高他们的效率。

2.5 Stress Management

Stress arises when individuals perceive that they cannot cope with the demands being made on them or with threats to their well-being.

Behavioral signs of stress include aggression, withdrawal, difficulty in concentrating, moody, nervous shake and restlessness. Physical signs of stress include the elevated heart rate, palpitations, high blood pressure, sweating, skin disorders, stomach and bowel movement problems, plain, sleeplessness, headaches, cold hands and shortness of breath. Emotional signs of stress include weepy, depression, lack of interest, negative self talk, loss of concentration and fuzzy perception.

卡罗尔无法有效地与乔安妮和伊恩。她沮丧和花心，也遇到经常性头痛。它们是应力迹象。

有各种各样的机制，可用于管理应力。避免的压力，这是确定我们受什么特别的压力，并设法消除或避免它们。自适应行为技术，如时间管理和自信。自适应的物理反应，是改善饮食，多运动，尽量放松。自适应的思想和情绪反应正在改变我们如何看待的情况下，通过积极的思考和改变着我们的“自我对话”。

饮酒过度杯酒，以帮助放松是不正确的方式来处理压力。卡罗尔她应该得到控制的时间和采取有效的与同事沟通。下班后，她应该有一个良好的休息和吃的健康。她应该找到切实可行的方法来放松，如与朋友会面，并培养个人的利益。

压力在别人打交道时，我们应该认识到压力的迹象，在其他国家，确定在其他国家造成压力的原因，并找到适当的方法来处理压力。

乔安妮已经下班，患有偏头痛，胃病，由于冲突。Carole和，乔安妮应处理相互冲突的。，卡洛雷没有足够的权力，接管网络分析乔安妮。她应该与理查德谈判，并要求理查德分配给乔安妮，因为理查德的领导者和拥有的权力给下属分配工作。

3.0 Conclusion

The core problem is lack of effective communication.

Richard acted as the director of the company did not act well in the management activities of organizing, coordinating and commanding. And he also did not act well in the manager roles of figurehead, liaison and resource allocator. And he also has problem in giving authority to subordinates. The key factor leaded to his problem is that he didn’t have sufficient and effective communication with his staff and workmates.

Based on increasing communication with other staff, Richard should allocate work according to different staff’s specialism and not give all the work to one subordinate. He should solve the conflict between staff immediately and he also should take care of keeping good relationship with other department. And when commanding works, he should express clearly what should be done. And he also should transmit information into the organization in time.

Carole had a pool time management. It in a great degree affected her work effectiveness. There was a high stress on her due to the conflict between her and Joanne. These problems were also caused by the poor communication.

When Richard allocated work to her, she should tell him her specialized subject. When she got problems in work, she should immediately feedback to leader and not continues working without any straightforward statement. She also should refuse unreasonable request and not please everyone by doing excessive working. She should enforce the communication with Joanne, and they can hold a meeting to resolve their conflict. And she also should enforce her time management and find correct way to deal with stress.