HND商务行为技巧 xn

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UnitTitle:BehaviouralSkillsforBusinessAssessorName:SunSubmissionDate:03/11/2014Outcome1-3CandidateName:1234CandidateID:CourseGroup:BusinessAccountingCandidateGrade:2012WordCount:227710 ContentsQuestion1:ManagerialBehaviours.......................................................2Question2:Assertivenessskills..............................................................4Question3:Conflicts……………………………………………………6Question4:MettingandBriefings..........................................................7Question5:Timemanagement…………………….…………………..8Question6:DealingwithStress...............................................................9Question7:Problemsolving…………………………………………..10Reference……………………………………………………………….1110 Q1AnalysisofJess'smanagerclientroleandparticipateinteammanagementandleadershiptheory.HenryMintzBerg-managementroleInterpersonalroles:referstothemanagertodealwithallwalksoflife,soneedtobuildrelationships.Aboutthreeofthefunction:1.）Figureheadrole:asanorganizationalleaders,havetheresponsibilitytopresideoversomeceremony,itisthehighlevelmanagement,visitorreceptiononbehalfofthecompany,multicompanylaworsocialobligation.2）Theroleofleader:managerstomembersoftheorganizationresponsibleforthework.Theleadershipmustmotivateemployees,lettheharmonybetweenindividualandorganization.Themanagertodealwiththerelationshipbetweenandsubordinates,mobilizationandcommunication.Formalauthoritygiventhepotentialimpactofstrongmanagement.3）Contactperson:theroleofhighmanageraccordingtotheexternalenvironmentofcommunication,maketheorganization'ssupportandinformation.Theroleofinformation:allmanagementinformationfortherolelink;aboutthreeofthefunction:1）Monitoringrole:toobtainneededinformationthroughmonitoring.2）Communicatorrole:othermemberssendspecialinformationmanagementintheorganization,playedtheroleofcommunicators,managerscanfeedbackincommunication..3）Spokesmanrole:SeniorManagerasanindustryexpertofthecompany,themanagertorepresentthecompanyattheoccasion,receivingvisitors,playtheroleofspokesman,willbethecompany'sinformationtotheexternalenvironment.Thedecisionroles:usemanydecision-makingrolemakesinformation,aboutfourofthefunction:1）Entrepreneurs:theentrepreneuristheenterprisecanmaketheenterpriselegitimatebusiness,continuetodevelopsocialresponsibility10 person2）Interferenceprocessingprocedures:whenthemanagerisresponsibleforremedialaction,problemsfacingthecompany.3）Resourceallocation:managerisresponsiblefortheallocationoftheresourcesofvariousdepartments.4）Negotiation:Managerforthecompanyofallforeignconsultationandnegotiation.Thedifferencebetweenmanagementandleadership:1）Incommon:firsthasthefunctionsofpower,andinthebehaviormodeiscommand,leadership,coordinationsubordinateswork2）Differentpointisthatmanagementiswiththefunctionsofpowertoachieveandmaintaineffectivemanagement,buttheleaderistoagreaterextentbyvirtueoftheirownpersonalitycharmandexcellentabilitytosubordinatesrespectandfollowthevoluntary,foritseffectiveness.Inthiscase,Jessplayedtworoles,namely,theleaderandtheresourceallocator.Asaleader,shewantstocommunicatewithsubordinates,letsubordinatesunderstandherthoughts,whensubordinatesacknowledgeandaccepther,willfacilitatedecision-making,jobperformancewillbeeffectivelyimproved.Asaresourcedispenser,shemustbereasonablearrangementsforthework.Forexample,femaleemployeesinthecompletionofmaternityleave,needtimetotakecareofthechildren,shouldnothavetoomuchwork.Q2AssertivenessConfident,abletoexpressyourneeds,feelingsandbeliefs.Willconveyourwordsorbodylanguagemessagetoothers.(1)BasicorEmpatheticAssertionStep1activelisteningStep2tosaywhatyouthinkandintuitivefeelingsStep3Sayclearlywhatyouwanttohappen10 （2）BrokenRecordThisiswhenyourepeatedlymakeyourpointuntiltheotherpersonhearsit.Youcanusethiswhenrefusingunreasonablerequests,whensaying“no”,andespeciallywhentheotherpersonwon’tlisten.（3）UseofSilenceSilencecanbeanespeciallypowerfulnon-verbalformsofcommunication.（4）SayingNoKnowtheappropriaterefusal,shouldpayattentiontotheimmediatereaction.（5）FoggingStep1Don’targuebackdirectlyortheywillhavesomethingtohitoutat.Step2Continuetosprayuntilothersstopnagging,thentrytotaketheinitiativetosolvetheproblem.（6）DisarmingAngerStep1Acknowledgetheotherperson’sangerbysayingsomethingStep2LettheotherpersonknowthatyouwanttosolvetheproblemactivelyStep3Usingthemethodofnormalvoiceandcalm.Step4Activelistening,listeningtoallcomplaintsandsolveproblems。（7）NegativeassertionWhenyouhavebeencriticized,usethistodealwithdifferenterrorsandkeepyourdignity.Inthiscase,Jackasaseniorstaff,duetoretiresoon,sohedidnothaveanynewsofinteresttoapromotion.JesseJeanJackknewtheimportanceoftheirowninthecompany,accordingtotheassertivenessskills,Jesscanlifttheangertosolveproblems.Firstofall,shouldlethimknowthatJessadmitstoanger.Lethimknowthatshewouldliketoactivelysolvetheproblem.Encouragehimtoworkharder,andlistentotheneeds.InfluenceInfluenceisthepowertoswiftotherpeopletoone’swillorviews.10 InfluencingStrategies：(1)Power-PushStrategies(2)Influence-pullStrategiesReason:providingalogicalargumenttosupportarequestFriendliness:developingtherelationshipbetweenpartiesCoalition:involvingothersinsupportingyouBargaining:negotiationandbeingabletoprovidebenefitsinexchangeforwhatyouwant-reciprocityAssertiveness:beingfirmaboutwhatyouarerequestingInthiscase,JessemustensurethatthebalanceofpowerbetweenJackandRussell.JesseneedstotrustJackandRussell,togivethemsomeproject,letthemknowthatthisisveryimportant.NegotiationNegotiationreferstotherelevantpartytogethertoinformeachotheror,tofindasolutiontoamajorproblem,obtainfavorableorcompromisebehaviorprocess.Isreferstobetweentwoormorethantwopartiestodiscussissuesofcompetinginterests.Thenegotiationprocess1)negotiationpreparation:whatdowewant?2)discussion:whatdotheywant?3)signalfromthecurrentprovisions:willingtogiveanindicationofthelocation.4)advice:howtotradesolution5）package:putproposalstogether.6)negotiation:negotiationgainandgiveup7)closed8)agreementInthiscase,Jessneedtobedecisiveandeffectivenegotiationstoresolvetheproblem.JessewilltaketheinitiativetoaskJack,becauseJackistheolderemployees,10 haveenoughexperienceandreputation.JessecanallocatetasksimportanttoJack.Inordertobetteraccomplishthetask,canberegularmeetingconcluded,tounderstandtheprogressofwork,theanalysisoferrorsandshortcomings,improveoperationability.Q3Conflictcanbecausedbyanyfactors,thedifferencebetweenformalandinformalorganization,thedifferencebetweentheindividualandorganizationalobjectives;departmentorindividualdifferencesbetweengroups,themanagersandthemanaged.Thereisaconflictoftwotypes:oneistheinterpersonalrelationshipwhichmaybeduetotherelationshipbetweenmanandman.Thetwoisthestructuralconflictmayresultinaparticularway,organizationstructureandtheinternalstructure,personalcharacter.Inthiscase,Caroltendstoadheretotheprincipleofboth.Thisisapersonalconflict.HerfearandJessetendtoavoidconflictwithher.RussellontheJessasthemanagersarenotsatisfied,hefeltthathehadmanyfollowers.Thisisamanagementconflict,thisconflictwillaffectthework.Inanorganization,conflictisinevitable.Whenconflictsarise,wemustconsiderhowtoresolvetheconflictthroughcoordination,ratherthanexpandingcontradictions.Ifthereisaconflict,notpreviously,managerscanchangethestructureorcoordinationmechanism,itmaytrytodealwiththissituation,adoptcertainmethods.Themethodofhandlingconflictwithcompetition,cooperation,avoid,toleranceandcompromise.Inthiscase,processingmethodandCarolJessecanavoidconflict.Iftheproblemisnotimportantenough,Jesscanbeusedtosacrificeskills.JessshouldpaymoreattentiontoRussellandhisfollowers.Reduceconflictinacooperativeway,trytomeettheneed,thefollowersofRussell,tobuildaharmoniousworkingenvironment.10 Q4Themeetingispolyinthediscussion,exchangeinformation,improvecommunication,promoteanymattersmeetingcoordinationorprocessingisanincentiveopportunity,helpemployeeslearnfromeachother.Themeetingcanbeusedforplanning,decisionmaking,problemsolving,teambuilding,employeeinvolvement,ideageneration,researchprogressandgiveandreceiveinformation.Inthiscase,thecausesofthefailureofthemonthlyteammeetingsisthatithasbecomeabriefingofnotmorethan30minutesfromtheoriginalbasedonperformanceindexisdesignedtogenerateparticipation.Meetingofthegroupoftheproblemisthatthereisnoefficiency.Inthiscase,theJesstomakechangestotheirleadershipbehaviors.Sheneedstoensurethatthepurposeofthemeetingisclear.Jesstaskcanbeassignedtodifferentteammembers,andnottodotheirown,ensurethatthefocusofeveryemployeeareconcernedaboutthemeeting.Thiswillimprovetheefficiencyofthemeeting.Toavoidthefocusproblemaboutthemeetingbenotmorethan30minutepresentationandstaffsitINS,withbriefnotesandclocks.Ontheotherhand,Jesstostrengthentheteambeforetheexchange,canletthestaffafewcomments.Youcanalsotakesomeincentivepolicies,promoteteammembersmoreactivelyparticipateinthemeeting.Thesemanagementmethodscanimprovetheefficiencyoftheconferencetoacertainextent.Q5Timemanagementisthespecificactivitiesoftheplanningandimplementationofthetimespentintheactorprocessofconsciouscontrol,especiallytoimprovetheeffectiveness,efficiencyandproductivity.Jessecouldusesomemethodstoimprovetheefficiencyoftimemanagement,includingprioritysetting,planningandschedulingtime,peaktimeandthefiveminuterule.First,prioritysetting,takethingsasimportant,notimportant,urgentandnonurgent.Priorityurgentthingstodofirst,notimportantbehindtodo.Secondly,planningandschedulingtime,managersshouldhaveaclearpurpose,whattodoatwhattime,andothertimehaveotherthingstodo.Thelastisthepeaktime.The10 managercandoimportantthingsinherrushhour,toensuremoreefficient.Inthiscase,inordertoimprovetheworkefficiency,Jessshouldhavesomeimportantthingsinthefirstplace.Jesscanclearrolesandresponsibilities,thetasksassignedtodifferentteammembers.Toensurethateachteammemberhastheresponsibilitytofinishthetaskintimeratherthantheirowntoworkovertime,itwillimprovetheworkefficiencyandtimemanagement,timemanagement,appropriateJesscanmakelifeeasier,butalsocanhelpyoustayfocusedonyourtask.Q6Thepressureandthepsychologicalstressreactionofpsychologicalstructureofstress,butthestressisaprocess,thepressurewilldisturbpeople'smentalhealthandphysicalhealth.Inourstressresponseofthemainstage:1)alarmstage:thebodyisstimulated,hearttare,breathing,increasedsweating.Ifthepressureisstrongenough,canleadtodeathatthisstage.2)resistancetochange:itisphysicallyandmentallyfitmorechange.Signwarningperioddecreasedordisappeared.Antinociceptiveanddiseaseislowerthanthenormallevel.3)failurestage:iftheenergyeventuallybecomedepleted,thebodycannolongercopewith.Thisisthestagecharacteristicsofalarmreturn.Therearemanycanbeusedtomanagethestressmechanism.1)toavoidpressure:pressuretofindthesource,directtoavoidpressure.2)adaptivebehavior:learningtechniques,suchastimemanagementandselfconfidence.3)physicalresponseadaptive:improveourdietanddoingmoreexerciseortrytorelax.4)thoughtsandemotions:positivereactionadaptivechangehowwethinkaboutasituationandchangeour"selftalk".Therearealsosomeinformalwaystoeasethepressure:1)tochangetheirattitudesandperceptions:getsocialsupporttoreduceloneliness;10 senseofhumor;friendsatabalancebetweenworkandplay.2)tochangethephysicalfitness:adequatesleepandrest;nutritionandhealthcareplanappropriate.3)environmentalchange:giveupsomeactivities;changetheworkingorliving;showsthatthenewworkinotherfields.4)changesintherelationshipbetweenyouandtheenvironment:confidence;improvethetargetandtimemanagementskills;feedback;slowdown.Inthiscase,Jesseisfacinggreatpressure,ithasjustbeenappointedmanager,thelackofthesupportofteammates,interpersonalrelationshipintheworktobeimproved.Sheneedsmorewithotherpeopleexchanges,mutualunderstanding,humblyaskexperiencedtheoldemployeesandgaintheirsupport,thiswillhaveanimpactontheworkofJesse,intoagoodworkingstateassoonaspossible.Q7Theproblemsolvingprocessconsistsof6steps.Firstofall,aclearquestion.Jesseshouldcorrectlyidentifytheproblem.Secondly,theanalysisoftheproblem.Jesseshouldidentifypotentialcausesoftheproblem.Thenthecollectionandanalysisofassociatedwiththeproblemofdata.Finally,thedevelopmentofpotentialalternatives.Managersshouldstrivetoseek,solutiondevelopmentandlistsmanypotentialproblemsmaybethe.Choosethebestsolution.Accordingtothedifferentsolutions,thebestschemeshouldconsiderdifferentfactorsandJesschoicetosolvetheproblem.Themethodstosolvetheproblemsincludingthehardtechnologyandsofttechnologyandtheinnovationoftechnology.Softtechnologyreferstotheuseofmildmethodtosolvethemanagementproblemsofsuch.Itfocusesonpeopleratherthanskill.Hardtechnologyisaproblemformanagerstousecompulsorymeasurestosolve.Inthiscase,youcanusethehardtechnologyimprovetheefficiencyoftheconference.Forexample,inordertoimprovetheefficiencyofthemonthlymeeting,Jessecouldusesomecompulsorywaytoassigntaskstoeachteammember.When10 beforetheconference,toensurethatthestaffconcernedhotsession.Improvingtheefficiencyandsavetime,tosolvetheproblem.TheuseofhardtechnologywillimproveJess'sdecisionmakingskills.Inaddition,JesscanusesofttechnologytodealwiththerelationshipwithRussell.ThismeansthatJessetakeconcessions,shecandecidesomethingRussellrights.ThismethodcanimproveRussell'smotivationandestablishagoodworkingatmosphere.Bythesemeans,JackandRussellgetthestrength,andbetterabletohelpJesseinthework.Itwillincreasetheteamcohesion,notonlysolvetheproblem,butalsoimprovetheJessdecisionmakingskills.Jesscanalsoestablishapunishmentandrewardpolicy.Soastomobilizetheenthusiasmofthestaff,promoteemployeesworkingabilityandcompetitiveness.References1.BehaviouralSkillforBusinessF715/SG11/122.HumanResourceDevelopmentQuarterlyEP00058443.MasteringhumanresourcemanagementF205/C514http://wps.pearsoned.co.uk/ema_uk_pp_studyskills/128/33013/8451416.cw/index.html.http://en.wikipedia.org/wiki/Time_management.10