商務(wù)行為技巧-outcome1原本

PAGE

PAGE

-1-

1.Introduction

FaboilLtdisasuccessfulorganisationinthebiotechnologyfield.Thepaternalapproachisthemostimportantfactorforthesuccessofcreditforthecompany.

Atpresent,themonopolypositionofFaboilLtdhasslowlyerodedawayandfacestwocompetitors.Themajorcausesarethatthenewproductshavefailedtoliveuptomarketexpectationsanditsmodusoperanditechnologyisatabackwardstage.

Therearesomeconflictionsinthecoordinationbetweendepartments.WhenDrBrownlowbelievedthatselectingBrendaFrameandJudithSmytheisasmartmove,RichardandFredwerebothnegativeaboutthecourseandsuggestedthatnolong-lastingbenefitswouldbeachieved.PurchasingteamandsalesandmarketingteaminvolvedintheworkingpartiesofBrenda,butRichardadamantlyrefusedtoyieldonthematter.

Thisreportwillfindthecausesofproblemsinthecompanyandgivepracticalideasandresolutions.

Richard’sManagerialRoles

HenirFayoldefinedmanagementasconsistingoffivemainactivities,planning,organizing,commanding,coordinatingandcontrolling.

Planningincludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivities.Organisingincludesdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionaretobemade.Commandingistellingpeoplewhatshouldbedone.Coordinatinginvolvesdeterminingthetimingandsequencingofactivitiessothattheymeshproperly,allocatingtheappropriateproportionsofresources,timesandpriority,andadaptingmeanstoends.Controllingistheprocessofmonitoringperformance,comparingitwithgoals,andcorrectingandsignificantdeviations.

Richarddidnotactwellinorganizing.Hedidn’tallocatetheworkappropriatelybecausehegaveCarolethemajorportionofworkloadwhichCarolecouldnotcope.Hedidnotactwellincoordinating.WhentheredroveawedgebetweenCaroleandJoanne,asadirector,Richarddidn’tcometosolvetheproblem,andhehasnotkeepfriendlyrelationshipwithotherdepartment.Healsodidnotactwellincommanding.Hedidn’ttellclearlytoCarolewhatshouldtodo,whichismisleadCaroleandmakesherbecomedisillusionedandangrywithRichardandJoanne.

HenryMintzberg’sresearchdividedtenmanagementrolesintothreegroupswhichareinterpersonalroles,informationalrolesanddecisionalroles.Interpersonalrolesincludefigurehead,liaison,leader;informationalrolesincludemonitor,disseminatorandspokesperson;decisionalrolesincludeentrepreneur,disturbancehandler,resourceallocatorandnegotiator.

Inthefigurehead,Richarddidn’tactwellinthewholecompany,therelationshipwithotherdepartmentisnotfriendly,andtheinternalworkallocatingisnotappropriately.Inliaison,hecouldn’tinteractwellwithotherdepartment.Richardalsodidnotactwellindisseminator,hedidn’ttransmitstheinformationtothesubordinates.Onseveraloccasions,Carolehadmadedecisionswhichhadtobechangedduetolackofinformation.Healsodidnotwellinresourceallocator,hedidn’tgavetheappropriateworktotherightpeople.

ProblemsResultedfromCarole’sInassertiveness

Shedidn’tunderstandherselfenoughsothatshedidnotreallywanttoadmitthatshewasunabletocopewiththeseworks.Andshehadunrealexpectationtootherpeople,andgenuinelylikedtopleaseeveryonebydoingasmuchasshecouldtoensurethatno-onecouldcriticisethequalityofherinput.What’smore,shewaslackofeffectivecommunication,herdecisionswhichhadtobechangedduetolackofinformationandcommunicationfromotherstakeholders,andshedecidedtofeedbackherproblemafteronemonthofextraworkload.

Sheshouldstudytosayno.WhenRichardallocatedworktoher,sheshouldtellhimherspecializedsubjectanditisusefulforleadertoallocateworkstoher.Sheshouldtostateherbasicassertiontostandupforherrights.Whenshegetproblemsinthework,sheshouldimmediatelyfeedbacktoleaderandnotcontinueworkingwithoutanystraightforwardstatement.Shealsoshouldstudytobrokerecord.Shecanusethiswhenrefusingunreasonablerequestandnotpleaseeveryonebydoingexcessiveworking.

ConflictofCaroleandtheResolution

Conflictisprocesswhichbeginswhenonepartyperceivesthatanotherpartyhasnegativelyaffected,orisabouttonegativelyaffect,somethingthefirstpartycaresabout.

ThereisaconflictbetweenCaroleandJoanne.Itbelongstotheinterpersonalconflict.CaroleaskedJoannetotakeoverthenetworkanalysisbecauseshethoughtitisJoanne‘sspecialismandisfromamoralpointofview,butJoannerefusedtotakeontheadditionalworkloadbecauseshethoughtthatsheiscarryingoutwhatRichardaskedofher.

Thesourcesofconflictinworkingplaceincludedifferentgoals,differenttimeframes,differentrelationship,unequalpowerdistribution,unclearroles&responsibilitiesandlimitedresources.

ThecausefortheconflictofCaroleisthedifferentgoals.TheincorrectauthorityofRichardleadstothevagueofworkingrole,andinagreatdegreeleadstotheconflict.

Theconsequenceisthatreducingpersonalandorganizationalperformance,damagingtophysicalandemotionalwell-being,increasingthehighstresslevelsandpoorattitudestoworkandharmingthepersonalandworkingrelationshipbetweeneachother.

Dealingwithconflictcanincludeignoringtheconflict,allowingtheconflictcontinue,reducingorcontainingtheconflict,resolvingtheconflictandpreventingtheconflictinthefirstplace.CaroleshouldenforcethecommunicationwithJoanne,andtheycanholdameetingtoresolvetheproblem.

5.TimeManagementTechniquestohelpCarole

Timemanagementisaboutouruseoftimeinrelationtowhatwewanttoachieve.Typicaltimestealersarethatsearchingforthingsorpeople,longertraveltime,correctingmistakes,doingunnecessaryactivities,interruptions,changingpriorities,unabletosay“no”,waiting,clutter,procrastination.

Carolehadmadedecisionswhichhadtobechangedduetolackofinformationandcommunicationfromotherstakeholders.Itistimestealersofcorrectingmistakes.Sheisdoingunnecessaryactivitiesbecauseshereceivedtoomuchworkloadwhichshewasunabletocope.Sheisunabletosayno.Andthereisatimewasterofinterruptionsforher.Thepost-itnoteskeptbystaffinterruptedherworking.

Sheshouldsetprioritybyurgencyandimportanceandconfirmherwork.Andsheshouldplanandscheduletimetoavoidinterruptionandinagreatdegreetoreducethepost-itnotesonherdesk.Sheshoulddonecessaryworkfirstandothermatterscanbesolvedatcoffeebreak.Shealsoshouldmanagestress.Toomuchstresswillreducetheworkingeffectiveness.Shecanjoininsomeactivitiestorelaxherselfanditcanhelphertoincreaseworkingeffectiveness.

6.StressManagement

Stressariseswhenindividualsperceivethattheycannotcopewiththedemandsbeingmadeonthemorwiththreatstotheirwell-being.

Behavioralsignsofstressincludeaggression,withdrawal,difficultyinconcentrating,moody,nervousshakeandrestlessness.Physicalsignsofstressincludetheelevatedheartrate,palpitations,highbloodpressure,sweating,skindisorders,stomachandbowelmovementproblems,plain,sleeplessness,headaches,coldhandsandshortnessofbreath.Emotionalsignsofstressincludeweepy,depression,lackofinterest,negativeselftalk,lossofconcentrationandfuzzyperception.

CarolecouldnotworkeffectivelywithJoanneandIan.Shewasdejectedandunconcentratedandalsoexperiencingrecurrentheadaches.Theyarethesignsofstress.

Thereareavarietyofmechanismsthatcanbeusedtomanagestress.Avoidanceofstressorswhichistoidentifywhatparticularstressorsweareaffectedbyandseektoremoveoravoidthem.Adaptivebehavioursaretechniquessuchastimemanagementandassertiveness.Adaptivephysicalresponsewhichistoimprovethediet,takemoreexerciseandtrytorelax.Adaptivethinkingandemotionalresponseischanginghowweviewasituationbypositivethinkingandchangingour“selftalk”.

Drinkingexcessiveglassesofwinetohelptounwindisnotthecorrectapproachtodealwithstress.Caroleshouldgainhercontroloftimeandtakeeffectivecommunicationwithworkmates.Afterworksheshouldhaveagoodrestandeatforhealth.Andsheshouldfindpracticalwaystorelax,suchasmeetingwithfriendsandcultivatingpersonalinterests.

Whendealingwithstressinothers,weshouldrecognizesignsofstressinothers,identifyingcausesofstressinothersandfindappropriatewaystodealwiththestess.

Joannehadbeenoffworkandwassufferingfromamigraineandstomachbugduetotheconflict.CaroleandJoanneshoulddealwiththeconflictwitheachother.Caloredidn’thavetheauthoritytotakeoverthenetworkanalysistoJoanne.SheshouldnegotiatewithRichardandaskRichardtoallocatetoJoanne,becauseRichardistheleaderandhasthepowertoallocateworktosubordinates.

7.Conclusion

Thecoreproblemislackofeffectivecommunication.

Richardactedasthedirectorofthecompanydidnotactwellinthemanagementactivitiesoforganizing,coordinatingandcommanding.Andhealsodidnotactwellinthemanagerrolesoffigurehead,liaisonandresourceallocator.Andhealsohasproblemingivingauthoritytosubordinates.Thekeyfactorleadedtohisproblemisthathedidn’thavesufficientandeffectivecommunicationwithhisstaffandworkmates.

Basedonincreasingcommunicationwithotherstaff,Richardshouldallocateworkaccordin