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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
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