商务行为技巧HND

1、Behavioral Skills for BusinessesDE3L 35IntroductionIn this report I will give some definition about the management, conflict, assertiveness, time management and stress. By analyzing the case of Faboil Ltd, I will figure out the problems exist in this company and provide some advice to solve these pr

2、oblems.ManagementManagement is the process of getting things done effectively and efficiency, through and with people.Effectively: do right thingsEfficiency: do things rightHenri Fayol (1841-1925) a French Industrialist, is the first person credited with writing about the role of managers (or at the

3、 time of his writing, administrators). He defined management as consisting of five main activities:Planning: defining goals, establish strategy, developing plans, to coordinate activities.Organizing: determing what tasks are to be done, who is to do them, how the task are to be grouped, who report t

4、o whom, where decision are to be made.Commanding: telling people what should be done.Co-ordinating: determing the timing and sequencing of activities so that they mesh properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends.Controlling: monitorin

5、g, checking progress against plans, which may need modification based on feedback.Richard Cranberry has some mistakes in his managing. There are some examples will be given.At the start of the yeas, Richard gives all the several tasks to Carole. he thinks that Carole is the only qualified one. And h

6、e thinks that it was impossible to apportion the tasks equally.Richard misread the Organizing aspect of management.His decision will not make the tasks achieved more quickly but slowly and ineffectively. In my opinions, Richard should separate the several tasks to his three Project Team Leaders.With

7、in a month of taking on the extra workload, Carole was experiencing several problems which she could not have foreseen. Richard, as her leader, didnt figure the problems Carole had.Richard misread the Controlling aspect of management. If the board didn t find the issues that their employees had, it

8、would affect the works negatively. So Richard should check the process of projects and figure out what problems may the employee have, and find out the issues in the process of project.AssertivenessThe words we say, how we say them and the body language we use all convey messages to others. There ar

9、e three types of behaviorsAggressive: you stand up for our rights at the expenseof others. You express your need, wants, opinions, beliefs, and feelings in away you ignore or dismiss those of others.Submissive: you are shying away from saying what you really mean and not seeking to achieve your need

10、s. Particularly when some one else has conflicting needs. Assertive: you stand up for you own rights and welfare without violating those of other people. You express your needs, wants, opinions, beliefs and feeling in a direct, honest, and adult way.Carole failed to talk with the HR manager, Colin M

11、eed. She couldn staid out her current situation and provide her wishes. She had to work late each evening to clear the paperwork resulted from her submissive personality.Assertiveness TechniquesThe techniques below are outlined by Rennie Fritchie and Maggie Melling in their book The Business of Asse

12、rtiveness.Basic or Empathetic AssertionStep1: Actively listens to what is being said and then shows the other person that you both hear and understand what they are saying. Active listening is where a person focuses their attention fully on the other person. They may nod or use eye contact to show t

13、hey are listening. They may use paraphrasing or summarizing to show they have heard what is said.Step2: Say what you think and feel in a direct way (calm and to the point).Step3: Say clearly what you want to happen.The important thing here is to show that you have tried to take on board what the oth

14、er person is saying first.Broken RecordThis is when you repeatedly make your point until the other person hears it. When using this technique, be very clear about what you want to say and make this known without getting angry, uncomfortably irritated or loud. You can use this when refusing unreasona

15、ble requests, when sayingno, and especially when the other person wont listen.To use the technique you first try to ensure the other person is listening; you may have to ask them to listen to you. Then you calmly repeatNowith or without a reason for declining the request. You keep repeating this as

16、often as required to get your message across. Care should be taken within offering a reason as others may come back with a counter argument.It is important to ensure that your body language matches your verbal message. Look as if you mean what you say.Use of SilenceSilence can be a particularly powe

17、rful form of nonverbal communication. If the broken record technique does not work, use silence.Saying NoMany people find this difficult. We tend to make up excuses, avoid the other person or make them feel guilty, or pussyfoot.When saying No, notice your immediate reaction and trust it. At the slig

18、htest sign of hesitation in you try sayingI dont know. I need more information.Practice sayingNowithout excessive apology or excuses.ConflictConflict is a process which begins when one party perceives that another party has negatively affected, or is about to negatively affects, something the first

19、party cares aboutIn organization and co-ordination there are several factors that caused the conflictDifferent groups or departments will have their own goals against which they will be measured, for example, via budget managementsystems or reward systems (such as management by objectives type syste

20、ms). This has the potential to lead to conflict with others as priorities may be seen differently and due to the measurement systems may be reinforced.These differences in priority may also be as a result of different individuals or departments working to and being measured against different time fr

21、ames. For instance, design processesmay take quite a long time, but production of items may take place in considerably shorter timescales.? The establishment of rules, policies and procedures to define who does what and when? Having a defined hierarchy where more senior managers oversee the activiti

22、es of several areas.? Systems to establish and communicate clearly defined goalsCarole heard that Richard gave the task which she was the only qualified one to take over to Joanne. Long-term stressful night work pushed Carole exhaustedand made her easy to get angry. The following day, Joanne refused

23、 Carole to take over the network analysis which caused the conflict.To avoid the conflict, I suppose Carole need to have a rest, let her nervousness went away, and she needed to have a peaceful communication with Joanne, or just waited Richards back, let him to resolve this problem.Conflict resoluti

24、onConflict may be avoided by careful consideration of how people are organized and their activities coordinated. However, if conflict does arise, the manager may adopt a number of approaches in an attempt to deal with the situation possibly before changing structures or co-ordination mechanisms.The

25、parties involved in a conflict situation may adopt one of the approaches shown below-these may change over the time of the conflict.Time man ageme ntTime management is very important in peoples life and work. A good time man ageme nt will help people work easier and more efficie ncyCarole always wor

26、ki ng late in the eve ning and have no eno ugh time to have a rest and enjoy her peak time.It shard for Carole to say Nowords to refuse the extra works given by Richard.Here are some time management method may help Carole to project her life time and work time.Pla nning and scheduli ng timeFor impor

27、tant items it is worth scheduling when you will work on them. This should ideally be at your peak time. You may also schedule times when you can batch routi ne or similar activities together so that you are not distracted by them. It is useful to schedule meetings to times when there is less likelih

28、ood of interruptions. By letting others know your schedule, unn ecessary in terruptio ns might be avoided.Time logs/diariesMake yourself up a time log or diary with sections marked off in 15-minute intervals. An example is give n on the follow ing page, but you can make up your own versi on.Make sho

29、rt no tes that you can un dersta nd later of what you are doing each 15 minu tes. It is important to record what your actual use of time is rather than use your memory afterwards. Analyze your log afterwards to look for examples of time stealers and evaluate how long you spent on important and non-i

30、mportant activities. It is worth doing this over a period of a few days to get most ben efit.DayTime:7:008:008:009:00Stress man ageme ntStress arises when individuals perceive that they cannot adequately cope with the dema nds being made on them or with threats to their well-be ingStress results in

31、a series of physiological adaptations. Stress response is a process. It builds up over time until we can cope. It is most effective to intervene early in the process rather tha n later. It is importa nt to become aware of early sig ns that the process has beg un.Carole can not work effectively with Joanne or Ian, when she goes back home she fee