商務(wù)行為技巧HND

1、商務(wù)行為技巧-HND作者: 日期: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

2、to solve these problems.ManagementManagement is the process of getting things done effectively and efficiency, through and with peopleEffectively: do right thingsEfficiency: do things rightHenri Fayol (1841-1925) a French Industrialist, is the first person credited with writing about the role of man

3、agers (or at the 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: deterniing what tasks are to be done, who is to do them, how the task are to be gr

4、ouped, who report to 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 Con

5、trolling: monitoring, checking progress against plans, which may need modification based on feedbackRichard Cranberry has some mistakes in his managing There are some examples will be givenAt the start of the yeas, Richard gives all the several tasks to Carole, he thinks that Carole is the only qual

6、ified one. And he thinks that it was impossible to apportion the tasks equally.Richaid 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

7、Team LeadersWithin a month of taking on the extra workload, Carole was experiencing several problems which she could not have foreseen. Richard, as her leader, didn't figure the problems Carole hadRichard misread the Controlling aspect of management If the board didn't find the issues that t

8、heir employees had, it 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 messa

9、ges to others. There are three types of behaviorsAggressive: you stand up for our rights at the expense of 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 seek

10、ing to achieve your needs 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 wayCarole failed to talk with th

11、e HR manager, Colin Meed. She couldnt said 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

12、 The Business of Assertiveness Basic or Empathetic AssertionStepl: 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 ey

13、e contact to show they are listening They may use paraphrasing or summarizing to show they have heard what is saidStep2: Say what you think and feel in a direct way (calm and to the point).Step3: Say clearly what you want to happenThe important thing here is to show that you have tried to take on bo

14、ard what the other 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 ref

15、using unreasonable requests, when saying 'no： and especially when the other person won't 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 repeat 'No, with or without a reason for declining the re

16、quest. You keep repeating this as 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 sayUse of SilenceSi

17、lence can be a particularly powerful form of nonverbal communication. If the broken record technique does not work, use silenceSaying 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 imme

18、diate reaction and trust it. At the slightest sign of hesitation in you try saying, I don't know. I need more informationPractice saying 'No, without excessive apology or excusesConflictConflict is a process which begins when one party perceives that another party has negatively affected, or

19、 is about to negatively affects, something the first party cares aboutIn organization and co-ordination there are several factors that caused the conflict Different groups or departments will have their own goals against which they will be measured, for example, via budget management systems or rewa

20、rd systems (such as management by objectives type systems). 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

21、working to and being measured against different time frames. For instance, design processes may 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 defi

22、ned hierarchy where more senior managers oversee the activities 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 exhausted an

23、d made her easy to get angry. The following day, Joanne refused 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 R

24、ichard back, let him to resolve this problemConflict resolutionConflict 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 possibl

25、y before changing structures or co-ordination mechanisms.The parties involved in a conflict situation may adopt one of the approaches shown below-these may change over the time of the conflict.Time managementTime management is very important in people's life and work A good time management will

26、help people work easier and more efficiencyCarole always working late in the evening and have no enough time to have a rest and enjoy her peak time.It，s hard for Carole to say 'No' words to refuse the extra works given by RichardHere are some time management method may help Carole to project

27、 her life time and work time.Planning and scheduling timeFor important items it is worth scheduling when you will work on them This should ideally be at your 4peak time，. You may also schedule times when you can batch routine or similar activities together so that you are not distracted by them It i

28、s useful to schedule meetings to times when there is less likelihood of interniptions. By letting others know your schedule, unnecessary interniptions might be avoidedTime logs/diariesMake yourself up a time log or diary with sections marked off in 15-minute intervals. An example is given on the fol

29、lowing page, but you can make up your own version. Make short notes that you can understand later of what you are doing each 15 minutes. 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

30、 and evaluate how long you spent on important and non-important activities. It is worth doing this over a period of a few days to get most benefit.DayTime:7:00-8:008:00-9:00Stress managementStress arises when individuals perceive that they cannot adequately cope with the demands being made on them o

31、r with threats to their well-beingStress results in a series of physiological adaptations. Stress response is a process It builds up over time until we can't cope It is most effective to intervene early in the process rather than later. It is important to become aware of early signs that the process has begun.Carole can not work effectively with Joanne or Ian, when she goes bac