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1.0IntroductionFaboilLtdhasevolvedintoarelativelysuccessfulorganizationwithinthebiotechnologyfield.Andnowthiscompanyhassomeproblems.Richarddecidedtooff-loadseveraltaskstohisthreeprojectteamleader.Hedoesnotclearlythatmanagerneedtodowhat.TheCaroleisthecompany’sstaff.Shemakesthestressintheworkandrelationshipwiththecolleague.Thefollowingwillgivetheinformationcanhelpthemresolvedtheproblem.2.1AnalysistheMintzberg’s10ManagementRolesintheFaboilLtdRichardisthedirectorofbiotechnologyinFaboilLtdCompany.Buthehasfailedtounderstandhisroleofmanagerinhisteam.Becauseofthecompanyanythingsnotdothebetter.ThatmeansRichardnotclearsasaleaderneedtodo.Asaleader,needtodoalot.BasedontheMintzberg's10ManagementRolessays.ThistheoryisMintzbergarguedthatthefunctionalorprocessschoolofmanagementwas"folklore"andthatfunctionsofmanagementsuchasplanning,organizing,leading,andcontrollingdidnotaccuratelydepictthechaoticnatureofmanagerialwork.Baseduponanobservationalstudyoffiveexecutives,Mintzbergconcludedthattheworkmanagersactuallyperformedcouldbestberepresentedbythreesetsofroles,oractivities:interpersonalroles,informationalroles,anddecision-makingroles.Hedescribedtheinterpersonalrolesasconsistingoffigurehead,leader,andliaison.Heidentifiedthreeinformationalroles:monitor,disseminator,andspokesperson.Finally,hedescribedfourdecision-makingrolesthatincludedentrepreneur,disturbancehandler,resourceallocator,andnegotiator.Inthiscase,Richardisthemanagersoheneedplayaroleofmonitor.Themonitorismeansseekingandreceivesinformation,scanpapersandreports,maintaininterpersonalcontacts.Richardneedstoknowtheemployeesskillsandtheirworkadvantage.Itstillneedstoknowtherealworklevelandemployeesthearrangementsoftheunableblind.RichardalsoneedstoplayaLeader,directandmotivate14 subordinates,train,adviceandinfluence.Inthiscase,whentheCarolereportingdifficultytotheRichard,Richardnothelpshersolveproblemsinsteadofmakingherapersontokeepworkingonit.ThatRichardisnottimelyhelpemployeestosolvetheproblemsodidn'tmakealeader.Ifwanttobecomeagoodmanageralsoitistheresourceallocator,decidewhogetresources,schedule,budget,setpriorities.RichardputmostoftheworkisarrangedtoCaroletodo.LedtoCaroleoftenworkovertime.Richardnotthebetterresourceallocator,heneedsimproveit.Therefore,tobeamanagerneedtodotheabovethings.3.1AssertivenessskillTheassertivenessskill:•Itisabehavioralskilllinkedtoself-esteemandconsideredanimportantcommunicationskill.•Assertivenessisacommunicationstyleandstrategy.•Assertivenessisafoundationallifeskillthatweallneedtodevelopandbegintoimplementinourlives.Assertivenessisdifferentwiththeaggressionandpassivity.Asacommunicationstyleandstrategy,assertivenessisdistinguishedfromaggressionandpassivity.Howpeopledealwithpersonalboundaries,theirownandthoseofotherpeople,helpstodistinguishbetweenthesethreeconcepts.Iftodoassertivenessmustknowthebillofrights.Ithasthefollowingbillofrights.1.Ihavetherighttojudgemyownbehavior,thoughtsandemotionsandtotaketheresponsibilityfortheirinitiationandconsequence2.Ihavetherighttoofferneitherreasonnorexcusetojustifymybehavior3.IhavetherighttojudgewhetherIamresponsibleforfindingsolutionstoothers'problems4.Ihavetherighttochangemymind.14 1.Ihavetherighttosay"Idon'tknow."2.Ihavetherighttomakemistakesandberesponsibleforthem.3.Ihavetherighttobeindependentofthegoodwillofothersbeforecopingwiththem.4.Ihavetherighttobeillogicalinmakingdecisions.5.Ihavetherighttosay"Idon'tunderstand6.Ihavetherighttosay"Idon'tcare."Assertivenesstherewillbesometechnicalthings.Itisincludegoodtimemanagement,activeListening,disclosure.Goodtimemanagementbeingconsistentlylateformeetingsorappointmentsnearlyalwayspointstoalackofself-worth.Activelisteningmakessureyoukeepitshortanddon'tinterruptthespeakerwhenthey'reinfullflow.Disclosureadisclosurecanbeveryeffectivewhenyouwanttohonestandupfrontaboutsomethingyoufeelthelistenermaynotfullybeawareoforunderstand.Inthecase,Carolemadesomemistakes.Itisthinkingwiththefollowingassertivebehavior.Firstly,needstandingupforone'srightsnomatterwhatthecircumstance.ThatCaroledoesinsufficient,shewasobviouslydoingwanttoworkovertimeandshealsodonotoversomanythings.Butshedidnotspeakout,shealsonotwillingtospeakout.Soshedidn'tsafeguardherrights,thisisshenotdotheenoughassertiveness.Carolenotstandingupforone'srightsledherneedusuallyovertimeanddomanythingsnotherwant.SheshouldhavetalkwithRichardearly,articulatewhatthingsshecandoandotherthingsshecannot.Secondly,correctingthesituationwhenone'srightsarebeingviolated.ThispointCarolealsodoesnotbetter.Caroleunanalyzedshecandoorshecannotdosomething.Butworkonemouthlater,Carolewasexperiencingseveralproblemswhichshecouldnothaveforeseen.Atthistime,she’scolleaguesadvisedhertotalkwithRichard,but14 CarolealsonottalktoRichard.Hence,sheledtheproblemworse.Isuggestionshe,ifshefoundtheproblemneedtocomminutewithRichardimmediately.Thirdly,itisneedfindinga"win-win"solutioninhandlingproblemsbetweentwoindividuals.IfhasthetroublelikesheappearedthatJoanneisspecialismwasnetworkanalysisdonotdecidedtoconfrontJoannetoaskhertotakeoverthenetworkanalysis.She’sthismethodsisnotwell.SheshouldnotbeangrytofindJoanneaskhertotakeoverthework.IfshewantsJoannehelpshedoesthenetworkanalysisworkneedconsultationwithJoanneorchangetheworkwithJoanne.Finney,goodtimemanagementtoldusfirstdoimportanttasks.Carole’stimemanagementhastheproblem.Carolealsomakestheadhocpurchaseswhichwerecostingmoretimecausedherunderalotofpressure.Shecanputimportantthingsfirst,ifhasthetimedotheadhocthingssecond.4.1AnalysistheconflictConflictoccurswhentwoopposingpartieshaveinterestsorgoalsthatappeartobeincompatible.Somepointcausetheconflict.lSomethingwefaceeveryday.lAfactoflife.lAfactofleadership.lAnopportunitytocreateanunderstandinglOftenaresultofmiscommunicationlNotlimitedtofightinglNotalwaysnegativeAndexcepttheabovepointtheotherconflictisfirst-linesupervisorsandmiddle-levelmanagerscanspendmorethan25percentoftheirtimedealingwithconflict.Abouttheinfluenceoftheconflict,notalloftheconflictisalsobadithasthepositiveeffectofconflictandnegativeconflict.PossiblePositiveEffectsofConflict:14 lIncreasedeffortlFeelingsgetairedlBetterunderstandingofotherslImpetusforchangelBetterdecisionmakinglKeyissuessurfacelCriticalthinkingstimulatedPossibleNegativeEffectsofConflictlStresslReducedproductivitylDecreasedcommunicationlNegativefeelingslDecreasedcooperationlPoorerdecisionmakinglPoliticalbackstabbingTherearefivemethodstoconflicttheresolved.Includecompeting,avoiding,accommodating,compromising,collaborating.Competingisneededtosatisfyownneedshigh,needtosatisfyother'sneedslow.Competingmakessensewhen:lQuick,decisiveactionisvital-e.g.,emergencies.lOnimportantissueswhereunpopularcoursesofactionneedimplementing-e.g.,costcutting,enforcingunpopularrules,anddiscipline.lOnissuesvitaltogroupwelfarewhenyouknowyou'reright.lToprotectyourselfagainstpeoplewhotakeadvantageofnoncompetitivebehavior.Accommodatingneedtosatisfyownneedslow,needtosatisfyother'sneedshigh.Accommodatingmakessensewhen:14 lTheissueismuchmoreimportanttotheotherpersonthantoyou,andasagoodwillgesturetohelpmaintainacooperativerelationship;lTobuildupsocialcreditsforlaterissueswhichareimportanttoyou;Continuedcompetitionwouldonlydamageyourcause-whenyouareoutmatchedandlosing.lPreservingharmonyandavoidingdisruptionareespeciallyimportant.Thisiscourtingbehavior.lYourealizethatyouarewrong-toallowabetterpositiontobeheard,tolearnfromothers,andtoshowthatyouarereasonable.Avoidingneedtosatisfyownneedslow,needtosatisfyothersneedslow.Avoidingmakessensewhen:lAnissueistrivial,ofonlypassingimportance,orwhenothermoreimportantissuesarepressing.lYouperceivenochanceofsatisfyingyourconcerns-e.g.,whenyouhavelowpoweroryouarefrustratedbysomethingwhichwouldbeverydifficulttochange(nationalpolicies,someone'spersonalitystructure,etc.)lThepotentialdamageofconfrontingaconflictoutweighsthebenefitsofitsresolution.Gatheringmoreinformationoutweighstheadvantagesofanimmediatedecision.lToletpeoplecooldown-toreducestensionstoaproductivelevelandtoregainperspectiveandcomposure.Othersareresolvingtheconflictmoreeffectively.lTheissueseemstangentialorsymptomaticofanothermorebasicissue.Compromisingneedtosatisfyownneedsabout50%,needtosatisfyother'sneedsabout50%.ThisisthesplitthedifferenceapproachCompromisingmakessensewhen:lGoalsaremoderatelyimportant,butnotworththeeffortorpotentialdisruptionofmoreassertivemodes.lEachsidehasequalpowerandbotharestronglycommittedtomutuallyexclusivegoals-areinlabor-managementbargaining.14 lToachievetemporarysettlementstocomplexissues.lToarriveanexpedientsolutionundertimepressure.lAsabackupmodewhencollaborationorcompetitionfailstobesuccessful.Collaboratingneedtosatisfyownneedshigh,needtosatisfyothersneedshigh.Collaboratingmakessensewhen:lTofindanintegrativesolution.lYourobjectiveistolearn-e.g.,testyourownassumptions,understandtheviewsofothers.lTomergeinsightsfrompeoplewithdifferentperspectivesonaproblem.lTogaincommitmentbyincorporatingother'sconcernsintoaconsensualdecision.lToworkthroughhardfeelingswhichhavebeeninterferingwithaninterpersonalrelationshipInthiscase,CaroleasksJoannedothenetworkanalysismethodsarewrong.ThatledtheconflictbetweenCaroleandJoanne.CaroleneeddothefollowingthingsmaycanrefrainfromtheconflictwithJoanne.Atstartwith,CaroleneedstocomminutewithJoannewithagoodattitudeaskherhelpthenetworkanalysiswork.Moreover,Caroledonottakeemotion,sheknowthatJoanne’sspecialismwasnetworkanalysiswhichwasoneofthemostdifficultandtime-consumingtasksthatshehadtakenoverfromRichard,inthebeliefthatonlyshewasabletoundertakenthesetasks.CarolebecomesdisillusionedandangrywithRichardandJoanne.IfCarolewanttothebetterresolvewaycannotbringtheemotion.SheneedtrytotalkingwithJoanne,turntoJoanneforhelp.ThatmaynotmaketheconflictwithJoanne.Atlast,CarolealsocancollaboratewithJoanne.BecauseJoanneisspecialismnetworkanalysiswhichistheCarolemostdifficult,CarolecanchangethejobwithJoanne.ThatcannotinfluenceJoanneontimegetoffwork.IftheCaroleknowcollaboratessignificantthatdonotconflictwithJoanne.14 5.1AboutthetimemanagementThetimemanagementismeansthemongeringyourselftogetyouspecifictaskdoneinthetimeyouallocated.Orelsethetimemanagementisnotfinishedallofthethings,butitissuccessfulrelatetime.Andthetimemanagementhasmanybenefitssothefollowingisthefivebenefitpointofthetimemanagement.lReducestressandfrustrationslImprovesperformanceandjobsatisfactionlMoretimetoenjoylifelHavecontroloveryourlifethroughplanninglGetasenseofachievementFollowingisthetimemanagementtechniquesinclude:lPareto'sPrinciple-The80-20Rule:Pareto’sPrinciple:80%ofresultsareachievedwithonly20%oftheeffort.Focusyourtimeandenergyonthehighimpacttaskstoachievethegreatestbenefitpossible,Ifyouhaveachievedyourexpectedoutcomeanddonewhatneedstobedone,thenyoumaynotneedtodo80%ofthetask;Otherwisebreakthetaskdownagainworkingoutthe20%thatwillbringthebestresultslGoalSetting–SettingandAchievingPowerfulGoals:Toavoidthepitfallsofconfusionandlackofmotivation,youhavetoclarifywhatyouwanttoachieve.TheSMARTgoalsettingguidelines:Specific,Measurable,Achievable,Rewarding,Timely.Writeyourgoalsdownandbefamiliarwiththem.lUrgentversusImportant:Urgentactivitiesdemandimmediateattention,andareusuallyassociatedwiththeachievementofsomeoneelse’sgoals,orwithanuncomfortableproblemorsituationthatneedstoberesolved.ImportantactivitieshaveanoutcomethatleadstotheachievementofyourgoalslDelegation:Delegationisdefinedastheabilitytoauthorizeandsendapersonasone'srepresentative.Foraleaderitmeansmuchmore.Foraleader,delegatingisactuallyanart.Itistheartofachievingspecific,predefinedresultsthroughtheempowermentandmotivationofothers.Properdelegationnotonlyhelpstoincreaseyourownproductivity,italsohelpsmotivateyouremployeesby14 empoweringthemwithtrustandresponsibility.lLearntosayNO:Donotsayyeswhenyoudon'thavethetime,motivation,interestorskillstodothetask,Say“no”totasksthathavelittleimpactonyourtargets,Preventstress,avoidoverworking.Inthiscasestudy,Carole’stimemanagementnotdoesbetter.CaroleshouldUrgentversusImportant,learntosayno,delegationandTo-DoLists–TheKeytoEfficiency.Urgentversusimportant:Carolehavingtoworklateeacheveningtoclearthepaperwork.Thepaperworkwasnotsomuchurgent,asbitty,staffkeptleavingpost-itmotesanddocumentswithquerieswrittenonthemalloverthedesk.Caroledoesnotlearntheworkneeddotheurgentimportantthings.Likethestaffdocumentswithquerieswrittenonherdesk.ThisthingsbelongthebittythingscandoitlastifCarolenotimetodo,alsocannottodoit.Caroleshouldmakeaformtodistinguishtheimportantandunimportantjobs.Carolecanlearnsayno,staffkeptleavingpost-itmotesanddocumentswithquerieswrittenonthemalloverthedesk.Butsheneverrefuses.Thatresultinshealwayshasmuchworktodo.Ontheotherhang,RichardbelievedthatonlyCarolehadthenecessarycommitmentandexpertisetobeabletocopewellwiththeincreasedworkload.ButCarolealsonotrefusestheworkthatleadtosheeverydayhavingtoworklateeachevening.CaroleshoulddelegationJoannetodothework.SheknowstheJoanneisbestforthenetworkanalysisandshehadthebadattitudeaskJoannehelpherdothenetworkanalysiswork.ifshewanttodelegationJoannehelpher.SheneedthegoodattitudeandchangestheworkwithJoanne.duetoJoannehadnointentionofworkinglateintheevening,CaroleintentJoannedothenetworkanalysisneedhelpJoannefinishJoanne’swork.14 To-DoLists–TheKeytoEfficiency.Carolewantstodotheworkeffective,shecantodolists.Everydaymakeanewplan,dotheimportantthingsfirst.Carolealwayswastestimeinthebittythings.Todolistcanhelphertoknowwhatthingsneeddopriority.Thatcanmakeherworkmoreefficiency.6.1HowtodealwiththestressStressiswhatwefeelwhenwethinkwe'velostcontrolofevents.Thereisanintertwinedinstinctivestressresponsetounexpectedevents.Thestressresponseinsideusisthereforepartinstinctandparttodowiththewaywethink.Thestressisinternalforcegeneratedduetotheexternalforcesactingonthebody.Causesofstressinclude:•Anythingthatputshighdemandsonyouorforcesyoutoadjustcanbestressful.•Thisincludesnegativeeventssuchasanexhaustingworkscheduleorarockyrelationshippositiveeventsuchasgettingmarried,buyingahouse,goingtocollege,orreceivingapromotion.•Whatcausesstressdepends,atleastinpart,onyourperceptionofit.•Somethingthat'sstressfultoyoumaynotfazesomeoneelse;theymayevenenjoyit.Ontheotherhandthecausesofstressincludetwoaspectscommonexternalcausesofstressandcommoninternalcausesofstress.Commonexternalcausesofstressincludemajorlifechanges,workandRelationshipdifficulties.Theotherisfinancialproblems,beingtoobusy,childrenandfamilyalsobelongthecommonexternalinfluence.Andtheinternalcausesofstressareinabilitytoacceptuncertainty,pessimism,negativeself-talk,unrealisticexpectations,lackofassertiveness,perfectionism.TheothermethodimpactthestressistheFight-or-Flight–EffectsofStress14 Whenanorganismexperiencesashockorperceivesathreat,itquicklyreleaseshormonesthathelpittosurvivelReducesourabilitytoworkeffectivelywithotherpeoplelMoreaccident-proneandlessabletomakegooddecisionslSerioushealthproblemsIfsomeonewantstodealwiththestressthefollowinggivethemethods.lLearnhowtosay“no”lManageyourtimebetterlShareyourfeelings.lLearntoforgivelSetasiderelaxationtime.lConnectwithothers.lDosomethingyouenjoyeveryday.lKeepyoursenseofhumorlGetmovinglMakefoodchoicesthatkeepyougoingandmakeyoufeelgoodlDrinkalcoholinmoderationandavoidnicotinelGetenoughsleeplCreateabalancedschedule.lDon’tover-commityourself.DealwithothersstresslImprovecommunicationlConsultyouremployeesInthiscase,Caroleisnecessarycommitmentandexpertisetobeabletocopewellwiththeincreasedworkload.Butamonthoftakingontheextraworkload,Carolewasexperiencingseveralproblemswhichshecouldnothaveforeseen.Bynow,shewasfeelingstressed.FirstsheneedmakefoodchoicesthatkeepCarolegoingandmakeshefeelgood.Becausesheisalwaysworklateeacheveningandnotsleepwell.So,14 sheneedgetenoughsleep.Shewanttoreducethestress,shecanlearnhowtosay“no”.RichardbelievesthatonlyCarolehadthenecessarycommitmentandexpertisetobeabletocopewellwiththeincreasedworkload.CaroleknowsshemaynoabilitytofinishthisalloftheworkbutshenotrefusedtheRichard.Shestresscausedbythetoomuchwork.Ifshelearnsaynothatcannothappenedsheexperiencingrecurrentheadachesalsocannotfacedmorestress.DuetoCarolewasalsoexperiencingrecurrentheadacheswhichsheputdowntotirednessandtoomanyglassesofwine,whichshehadtohelpherunwindwhensheeventuallyhothomeintheevening.Shedonotdrinkingtoomuchwine,drinkalcoholinmoderationandavoidnicotinecanhelpshereducethestress.CarolemakessomeproblembutshenotusesthegoodmethodscommunitieswithJoanne.So,shemakesthestresswiththerelationshipwithJoanne.Sheneedslearningbettercommunicationskillstoeaseandimproveyourrelationshipswithmanagementandcoworkers.Atlast,otherbestwaytoreducethestressisdelegateresponsibility.ShecantalkwithRichardandlethimknowshedonotexperiencingsomuchwork.Thatshecannotfacesomanyworksresultinshehasthestress.Carolealsoneedimprovecommunication.BynowCarolewasfeelingstressedandcouldnotworkeffectivelywithJoanne.CarolebelievedthatJoanneshouldtakeoverthework,butJoannenothelpsher.Infact,Carole’scommunicateabilityarenotwell.DuetoCaroleisdisillusionedandalsoangrywithJoanne.ShenothasthegoodattitudecommunicationwithJoannethatisthemainreasonledtothestresswithJoanne.7.1ConclusionThisreportanalysistheFaboilLtdhassomeproblemandmakesthesuggestionforthem.Forinstance,RichardistheFaboilLtd’sthreeprojectteamleader.Hedoesnotknowhowtodothemanagerbetter.AndtheCarolefacedmanyproblems.Thisreport14 affordstheinformationhelpherhowtostressandassertivenessandsoon.Forinstance,iftheCarolelearnsthisskillshecannotfacemoreproblems.14 Referencehttp://www.linkshop.com.cn/web/Article_News.aspx?ArticleId=134450&worhttp://news.sohu.com/20040725/n221188268.shtmlhttp://www.coctm.com/Html/IndustryNews/InstNews/287625584.htmlhttp://investors.walmartstores.com/phoenix.zhtml?c=112761&p=irol-reportsannualhttp://www.365u.com.cn/WenZhang/Detail/Article_84010.html14