《商务行为技巧 HND(6页).doc》由会员分享，可在线阅读，更多相关《商务行为技巧 HND(6页).doc（6页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、-商务行为技巧 HND-第 6 页1. Introduction Faboil Ltd is a successful organization in the biotechnology field. But there are some conflictions in the coordination between departments. When Dr Brownlow believed that selecting Brenda Frame and Judith Smyth is a smart move, Richard and Fred were both negative ab
2、out the course and suggested that no long-lasting benefits would be achieved. Purchasing team and sales and marketing team involved in the working parties of Brenda, but Richard adamantly refused to yield on the matter. The report will analyze the problem of the company and give some ideas and resol
3、utions. 2. Findings2.1. Henir Fayol is the first person credited with writing about the role of managers. He defined management as consisting of five main activities: planning; organizing; commanding; coordinating; controlling. Richard did not act well in organizing. In the case, Richard s decision
4、to ask Carole to take the major portion of workload, but she was unable to cope. Also he did not act well in coordinating. Because Carole made an appointment to speak to Richard, but on the day of the meeting Richard went off on long-term sick. And he did not act well in commanding. He didnt tell cl
5、early to Carole what should to do, makes Carole and Joanne occurs conflict.Henry Mintzbergs research blew away much of the mystique of tidy desks and focused, planned activity. Mintzbery indentified 10 roles common to the work of all managers. The ten roles are divided into three groups: a: Interper
6、sonal roles, it includes figurehead, liaison and leader. The interpersonal roles ensure that information is provided. b: Information roles, it includes monitor, disseminator and spokesperson. The information roles link all managerial work together. c: Decisional roles, it includes entrepreneur, dist
7、urbance handler, resource allocator and negotiator. In the figurehead, Richard did not friendly with other department and the internal work allocating is not appropriately. In liaison, in the role of disseminator, he did not transmit the information to the subordinates. And Carole had made decisions
8、 which had to be changed due to lack of information. 2.2. From the case we can know that Carole was not a clock-watcher by nature, and genuinely liked to please everyone by doing as much as she could to ensure that no-one could criticize the quality of her input. On several occasions, Carole had mad
9、e decisions which had to be changed due to lack of information and communication from other stakeholders. However, she did not really want to admit that she was unable to cope. Assertiveness techniquesBasic or Empathetic assertionThe important thing here is to show that you have tried to take on boa
10、rd what the other person is saying first.Step 1: actively listen to what is being said and then show the other person that you both hear and understand what they are saying.Step 2: say what you think and feel in a direct way.Step 3: say clearly what you want to happy.Broken RecordIt is important to
11、ensure that your body language matches your verbal message. Look as if you mean what you say.Step 1: you first try to ensure the other person is listening, you may have to ask them to listen to you.Step 2: then you calmly repeat No with or without a reason for declining the request.Step 3: you keep
12、repeating this as often as required to get your message across. Care should be taken with offering a reason as others may come back with a counter argument.Use of SilenceSilence can be a particularly powerful from of nonverbal communication. If the broken record technique does not work, use silenceS
13、aying NoWhen saying No, notice your immediate reaction and trust it. At the slightest sign of hesitation in yourself try saying I dont know. I need more information.Fogging Step1: dont argue back directly or they will have something to hit out at, use non-defensive, placating remarks.Step2: continue
14、 fogging until the other person stops nagging and then attempt active problem solving.Disarming AngerStep1: acknowledge the other persons anger by saying something like I can see you are very angry.Step 2: let the other person know that you want to solve the problem actively. Step 3: get the angry p
15、erson to lower their voice and to sit down, using a normal voice and calming approach.Step 4: Use active listening to hear all the complaints before moving onto problem solving, you may need to ask direct questions.Negative AssertionIn this situation you are best to accept assertively the negative t
16、hings about yourself. In the simplest manner you verbally cope with your errors as if they are exactly that, on more or on less. We are all human and will make mistakes from time to time.According to this, Carole should use the assertiveness techniques. She should study to say no. When Richard alloc
17、ation to her, she should tell him of her specialties, which helps leaders work assigned to her. She should state her basic proposition to maintain her rights. She should also learn to break the record. She can use this when the refuse unreasonable demands, and not let everyone do too much work.2.3.
18、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. There are two type of conflict:(1) Interpersonal(2) Structural In the case, there is a conflict between Brenda and Richard. B
19、renda recounted the changes that had taken place in her team. By recognizing her staff has valuable contributions to make, she encouraged them to bring forward both their concerns and ideas. In addition, she has also tried o deal with their concerns in a constructive manner, addressing those which c
20、ould be resolved quickly and taking a little more time over the contentious issues. But Richard was unhappy with this approach, and decided that none of his project staff will. It belongs to the structural conflict.And also there is a conflict between Carole and Joanne. Carole decided to confront Jo
21、anne to ask her to take over the network analysis, but Joanne refused to take on this additional workload. Joanne felt that she had nothing to rebuke herself about since she was carrying out what Richard asked of her. Carole believed that Joanne should over the work, from a moral point of view if no
22、thing else. It belongs to the interpersonal conflict. The sources of conflict in working place include different goals, different time frames, different relationship, unequal power distribution, unclear roles & responsibilities and limited resources. And the conflict will bring many negative effects
23、. Dealing with conflict including:Avoidanceunassertive and uncooperative, not taking sides, ignore the conflict. Sometimes avoidance is the best solution.Accommodation unassertive but cooperative, accepting another viewpoint you would prefer not to.Competitionassertive and uncooperative, working for
24、 your own point of view at the expense of others.Compromisemoderately assertive and cooperative, finding acceptable solution for both parties.Collaborationassertive and cooperative, finding solutions to fully satisfy both parties.To deal with the conflict between Brenda and Richard can use the compr
25、omising way. Try to find a middle ground. And between Carole and Joanne, Carole should enforce the communication with Joanne, and they can hold a meeting to resolve the problem. 2.4. Time management is about our use of time in relation to what we want to achieve. Typical time stealers are that searc
26、hing for things or people, longer travel time, correcting mistakes, doing unnecessary activities, interruptions, changing priorities, unable to say “no”, waiting, clutter, procrastination.Benefits from Time Management Reducing your stressIncreasing satisfaction and results from your studies and/or y
27、our job Making you more productive as an individual Giving you a more rewarding and satisfying balance to your life In the case, Carole is due to lack of information and communication from other stakeholders. And the holding operation resulted in Carole having to work late each evening to clear the
28、paperwork. The paperwork was not so much urgent, as bitty also staff kept leaving past-it notes and documents with queries written on them, all over her desk. We will know that Carole spends the number of time doing the work. Carole does not understand time management techniques, and she is unable t
29、o using time reasonably.Strategies for dealing with time stealerslife priorities settingyour peak timestressFive minute rulePlanning and scheduling timeShe should set priority by urgency and importance and confirm her work. And she should peak time and plan and schedule time to reduce the post- it n
30、otes on her desk. She also should manage stress. Because she has too much stress will reduce the working effectiveness. 2.5. Stress arises when individuals perceive that they cannot cope with the demands being made on them or with threats to their well-being. Behavioral symptoms of stress include la
31、ck of communication, mood swings, persistent lateness, anger and aggression, loss of confidence and anxiety. Physical symptoms of stress include the problems with sleep, loss of appetite, aches and pains, headaches, nausea, sweating, depression, high blood pressure and increased breathing rate. In t
32、he case study, Carole could not work effectively with Joanne and Ian. She was dejected and unconcentrated and also experiencing recurrent headaches. Carole was also experiencing recurrent headaches, the diet of microwave ready meals was not helping, and she felt angry because she had cancelled sever
33、al nights out with friends. To manage stress, there are a variety of mechanisms that can be used to:Avoidance of stressors: we can try to identify what particular stressors we are affected by and seek to remove or avoid them. Adaptive Behaviours: we can learn techniques such as time management and a
34、ssertiveness. Adaptive physical responses: we can improve our diet, take more exercise and try to relax. Adaptive thinking and emotional responses: we can change how we view a situation by positive thinking and changing our “self talk”.The suggest for Carole to relieve stress is to deal with the con
35、flict with Joanne. And at the same time, she should change physical quality, have enough sleeping or rest and eat for health. 3. Conclusions Through analyze the case, use knowledge of the manager roles, assertiveness skills, conflict, time management, stress management help Richard and Carole, who put forward the Suggestions to solve the problem. It can help us learning content better, and solve the conflict or other problems in the later work.