SQA-HND-商务行为技巧考试-outcome1-3

UnitTitle:BehaviouralSkillsforBusinessAssessorName:SubmissionDate:03/11/2014Outcome1-3CandidateName:CandidateID:CourseGroup:BusinesswithAccountingCandidateGrade:2012WordCount:24861ContentsQ1:Manageroletheory…………………………………………………2Q2:BehavioursSkills……………………………………..……………4Q3:Conflicts……………………………………………………………..10Q4:MettingandBriefings……………………………………….12Q5:TimeManagement………………………………………..14Q6:Stressmanagement…………………………………………….15Q7:ProblemSolving……………………………………………….16References…………………………………………………………………172Q1:ManageroletheoryHenryMintzberg’sresearch,themanageroleconsistsofinterpersonalrole,informationalroleanddecisionalrole.Inthiscase,Jessastheroleofaleader.Jessandtherelationshipbetweentheemployeeisnotgood,butjessmustestablishafriendlyrelationshipwiththem.Thensheshouldleadtheteamtoachieveorganizationalgoals,alsoneedtohelpandencouragetheteamtoachievethecompany'sgoaltocompletethetaskofdecision-makers.Interpersonalrole:Amanager’sinterpersonalrolesaretheresultofthepositionheorsheholdsinmanagement.Therearethreerolesbelow:Figureheadrole:Dutiesmaybeinvolvedindailyaffairs,almostdoesnotincludeaseriouscommunicationorimportantdecision-making,however,theycanbesmoothlyisveryimportanttoanorganization,managerscannotbeignored.Thetoplevelmanagerrepresentsthecompanylegallyandsociallytothoseoutsidetheorganization.Liaisonrole:thehighlymanageraccordingtocommunicationwithexternalenvironment,whichgetthefavorsandinformationfortheorganization.Thetoplevelmanagerusestheliaisonroletogainfavoursandinformation.Thesupervisorusesmanagementtomaintaintheroutineflowofwork.Leaderrole:Managermanagestheorganization,heisresponsibleforthemembersofthegroupwork,makeuptheroleoftheleaderonthispoint.Theseactionshavesomedirectlyrelatedtoleadership,forexample,inmostorganizations,managersareusuallyresponsibleforhiringandtrainingstaff.Inaddition,therearealsosomeactionisindirectlytoexerciseleadership.3playaleadershiptoencourage,mobilizationandcommunicationbetweenthemanagerandsubordinaterelationshipInformationalrole:Theinformationalroleslinkallmanagerialworktogether;therearethreerolesaboutthat:Monitorrole:Toseekandobtainsomevariousinspecificinformationforcompany.Disseminatorrole:Themanagertransmitsspecialinformationintotheorganization.Jessshouldreceiveandtransmitmoreinformationfrompeopleoutsidetheorganizationthanthesupervisor.Spokespersonrole:Themanagerdisseminatestheorganization’sinformationintoitsenvironment.thetoplevelmanagerisseenasanindustryexpert,whilethesupervisorisseenasaunitordepartmentalexpert.Inthiscase,Jessisamonitorroleasanewmanager,andsheshouldmonitorthebehaviorofstaffandtransmitimportantinformationtothecompany.Decisionalrole:Thedecisionalrolesmakesignificantuseoftheinformation,therearefourrolesaboutthat:Entrepreneurs:theroleofmanagercanreformationtheprojectandmakedecision.Disturbancehandler:themanagerisresponsiblefortheremedialactionwhenthecompanyfacethetrouble.Resource-allocator:themanagerisresponsiblefordistributiontheresourceforeachdepartment.Negotiator:themanagerasarepresentativefororganizationintheprimarynegotiatesmeet.4Inthiscase,Jessistheresourceallocatorasamanager.He'sInanewteam,theteamhasnotyetbeenassigned.Astheroleoftheresourceallocator,Jesstounitethewholeteam.Fullyallocatedtasks,bettercommunicatewithotherdepartments.Departmentatthesametimeagoodtaskallocationcanstrengthentheteam'sabilitytohandleproblems.LeadershiptheoryLeadershipisjustoneofthemanyassetsasuccessfulmanagermustpossess,someofapproachestoleadershipcanbeusedforJess.Therearesomeapproachestoleadership,whichincludesthetraitapproach,thefunctionalapproach,thebehavioralapproach,thestyleapproach,thesituational/contingencyapproachandthetransformationalapproach.Thetraitapproach:sometraitshouldbepossessedbyaleader,whichtheyshouldhavethespiritsaboutadaptable,ambitiousandachievement-oriented,tolerantofstressandcooperativeect.Thefunctionalapproach:JohnAdairarguesthattheeffectivenessoftheleaderdependsupontheirabilitytomeetthreeoverlappingareasofneedofthegroupbeingled.Teamneedsmaintainingmorale,developingcohesiveness,maintainingorders,ensuringeffectivecommunicationwithinthegroup.Taskneedsdefiningobjectives,planningthework,allocatingresourcesandsoon.Individualneedspersonalissue，anddealingwithconflictbetweengroupneedsandindividualsneeds.Thebehavioralapproach:OhioStateUniversitystudiesandMichiganstudieshasthesameresultofstudy,theyaimtoemployee-concernedandproduction-concerned.Thestyleapproach:theleadershipGridpresentstwoaxeverticalaxismeasureconcernforpeople(similartoconsiderationoremployee-concerned);thehorizontalaxismeasuresconcernfortask(similartoinitiatingstructureorproductionconcerned)Thesituationalapproach:Fiedler’smodelofmanagement,thecontingencymodel,suggeststhatamanagershouldchoosetaskoremployeeorientationaccordingtothein5teractionofthreesituationalvariablesleader-memberrelationtaskstructure,andleaderpositionpowerThetransformationalapproach:intellectualstimulation,theextenttowhichtheleaderencouragesfreethinkingandemphasizesreasoningbeforeactionandtakenThefunctionalapproach.Thisapproachfocuseson