HND-商务行为技巧

1Leader:Richardcranberryhasencouragedhisthreeprojectteamstodevelopnewproductions.ButRicharddoesn'tknowabouttheleader'sduty,andgivestheJoanne'sworktoCarole,whichaddsCarole'sworkunduly.Dutiesareattheheartofthemanager-subordinaterelationshipandincludestructuringandmotivatingsubordinates,overseeingtheirprogress,promotingandencouragingtheirdevelopment,andbalancingeffectiveness.Heshoulddistributeworkequally.Liaison:Richardcan'tassociatewithotherdepartments.Describestheinformationandcommunicationobligationsofamanager.Onemustnetworkandengageininformationexchangetogainaccesstoknowledgebases.SoRichardshouldenhancetheinteractionwiththeotherdepartment,whichisbeneficialtoteamdevelopment.ResourceAllocator:Richarddoesn'tuseresourcespossibly,andcan'tprovideasuitablejobtotherightpeople.Describestheresponsibilityofallocatingandoverseeingfinancial,materialandpersonnelresources.Heshouldallocatdifferentnewworkaccordingtothedifferentdepartments,andstrengthenteamspiritamongthethreegroups.2AssertivenessItisawayofthinkingandbehavingthatallowsapersontostandupforhisorherrightswhilerespectingtherightsofothers.ThroughtheactsinthiscasewecanfindCaroleisaconfidentperson.Firstly,CarolehadneverbeenaskedtoattendseminarsasanambassadorofFabio,norhadshebeenaskedtonegotiatewithexperiencedstaffandsuppliersovertheorganization’sproductrange.Caroledidnotunderstandherownability,soshewouldnotliketoadmitthatshecouldnothandlethework,whichmakesherhavetospendmuchtimetodealwiththeworkandalmosthavenotimetorestanddosomeotherthings,andmakesherfeelpressure.Caroleshouldsayno.WhenRichardgavehertheextraworkload,sheshouldtellhimthatshewasnotsoprofessional,sothatRichardcanassignappropriateworktoher.Secondly,CaroleknewJoannespecializesinnetworkanalysis,shewasveryangry,andaskedJoannetotakeovertheworkofthenetwork,butJoannerefused,whichexpandtheriftbetweenthem.ShecanaskJoannetohelpher,butnotwiththeattitudeofthecommand,becauseitisnottheresponsibilityofJoanne.IfCarolewantsJoannetotakeoverthenetworkanalysis,shemusttellJoanneifshegivestheworktoherornotbeforethecommunication.Otherwise,sheletJoannetakeoverherjob;sheshouldtellthistoRichard,tomakeRicharddistributetheworkefficiently.Shelacksofeffectivecommunication.Shelacksofthecommunicationwithherstafffacetoface,sheasksthemtoleaveapieceofpaperwhentheyhaveanycomments,andshewillsolveit.。andmakeshercan'tgetthehelpofstafftofinishtheadditionalwork.Sheshouldimprovecommunicationbetweenstaffmembers,provideinformationactivelyonworkandcommunicatewithemployeesfacetoface.4)WhenJoanneandIransuggestedthatshetotellRichardthatshecannothandleandlethertellRichardintime.Shecangiveimmediatefeedbacktohertheleader,ratherthancontinuetoworkandwithoutanydirectstatement.SheshouldsticktotheirviewsuntilgetRichard'sreply.3Conflictisaprocesswhichbeginswhenonepartyperceivesthatanotherpartyhasnegativelyaffected,orisabouttonegativelyaffected,orisabouttonegativelyaffect,somethingthefirstpartycaresabout(P66).First:TheconflictbetweenCaroleandJoanneisaboutInterpersonalConflict.CarolebelievesthatJoanneisspecializesinnetworkanalysis,sosheaskedJoannetotakeovernetworkanalysis.FromthepointofviewisthatJoannerefusedtoaccepttheadditionalworkload,asJoannesaidthatshewasdoingwhatRichardaskedher.Second:theconflictbetweenCaroleandRichardisRichardthoughthataslongasCarolehasthenecessarycommitmentandexpertise,sheisabletocopewiththeincreasedworkloadwell.ButhedidnotknowthatCarolecouldnotcopewithit,andtheadditionalworkmakeCarolefeelthepressure,andcannotworkwithotherseffectively.Thisconflictcanbeprevented.RichardshouldaskwhoisaprofessionalnetworkanalysisbutnottooabsoluteandpraiseCarole.Third:theconflictisvague.Afteramonth'sadditionalworkload,Carolehasbeenseverelylimited,andshecouldnotunderstandthedifferencebetweenresponsibilityandobligation,whichbotheredher.Caroleshouldacceptconstructivecommentsandreactionsofothersproblemsactively,andreflecttoRichardintime.4Timemanagementreferstoarangeofskills,tools,andtechniquesusedtomanagetimewhenaccomplishingspecifictasks,projectsandgoals.（）Thefourquadrantsmeansthatthingswillaffecttheinterestgroups,importantthingsthataffecttheperformanceevaluation.ImportantImmediatelyexecutedSystemworkplanTosubordinatetosolvesay“noUnimportantUrgencyNoturgencyAccordingtothefourquadrants,Carolshouldconfirmtheimportanceofherworkpriority,sheshouldplanandtimetabletoavoiddowntime,andlargelyreducethenotetimeonherdesk.Carolehasdecidedtohavetheinformationcommunicatewithotherstakeholders.Thisistocorrectthewrongtime,shewasdoingunnecessaryactivities,becauseshereceivedtoomuchworkwhichshecan'tcopeandalsocan'trefuse.Sheshouldsetprioritiesurgencyandimportanceofthematterandconfirmerthattheirworkandconfirmtheimportanceofherworkpriority,sheshouldplanandtimetabletoavoiddowntime,andlargelyreducethenotetimeonherdesk.Sheshouldfirstdothenecessaryworkandothermattersinhersparetime.Shealsoshouldmanagestress.Toomuchpressurewillreduceefficiency.shecanparticipatesomeactivitiestorelax,anditcanalsohelpherimproveworkefficiency.5Stressmanagementistheameliora