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IntroductionThisreportwillshowtheleaderskills,andcomparewiththecasetointroducetheskills.Thereportwillhasfiveaspects.Itwillincludetheroleofmanagement,theassertivenessskills,theconflict,thetimemanagementtechniquesandthestress.Thecaninfluencepeopleinwhichside.Whentheconflictandthestresshappen,itwillgivethemethodtosolvethem.Thefollowingwillgivetheinformationcanhelpthemresolvedtheproblem.FindingRolesofthemanagerAtthestartoftheyear,Richardcranberrydecidedtooff-loadseveraltaskstohisthreeprojectteamleaders—IanCampbell,CaroleDevlinandJoanneCassidy.Atthebeginningoftheseason,Richardcranberrydecidedtotakeseveraltaskstohisthreeprojectteamleaders-IanCampbell,carol...Joanne·cardand.Duetothecomplexnatureofwork,Richarddon'tthinkthat'spossibletasksharealike.Hethinksthat,onlycarolnecessarycommitmentandprofessionalknowledgecanadapttoincreasetheamountofwork.Buthewastoobusy,herlackofinformationandcommunicationfromtheotherstakeholders.Intheimplementationofthecommandactivities,Richarddidn'tgivehimaclearcommandaclearcommandsheshoulddo.Sohewassubjectedtosevereconstraints,shecan'tunderstandherresponsibilityandthedifferencebetweentheaccountabilitiesRichardandotherdirectors.Intheimplementationcoordinationactivities,Richard7 doesn’ttrytosolvetheconflictandjeancardrelativesandfriends.Hewasoffwork.Richardalsodoesnottakeactionincoordinationwithotherdepartment'sactivities.Heresolutelyrefusedtoparticipateintheorganizationformoftheworkinggroup,althoughnowBrendaframework.AssertivenessskillsAssertivethatsomepeoplecanexpresstheirtruefeelings,donotletothersusehisadvantage.Ahead,somepeopledonottakeintoaccountrespectfortherightsofotherstoexpresstheirfeelingsoroptions.Passive,somepeoplehidetheirfeelingsfromothers,letotherspushhim,andtoldhimwhat,nomatterhowhefeels.Carolebelongstoasubmissivestyle.Peoplemayavoiddealingwithcomplianceissues.Othersmaybecomefrustratedandtheytrampledthem.Thismayleadtodissatisfaction,lowerself-esteem,andstress.ShedecidedtofaceJoannetookoverthenetworktoheranalysis,buttheKingrefusedtoacceptthisadditionalworkload.Shedidnotresist.Shewasangry,lackofcommunication.Tosolvetheseproblems,effectivecommunicationandCarolJoanneordepartmentstaffshouldbetoldRichardthatshecouldnotandsoalotofworktocope.Inaddition,Carolshouldbeconsideredreal,ratherthanlookforwardtoreceivinghelpfromothersfromamoralpointofview.Hecanconveyherfeelings,herbillofrightsthroughtheexercise,"shemaynotknow.ExamplesoftheBillofRightsisasfollows:employeeshavetherighttoexpresstheirviewsandideas;employeeshavetherighttoaskforhisneeds;employeeshavetherighttosay"No"tounreasonabledemands,employeeshavetherighttomakemistakes.Self-confidenceisausefultechnique,Carolisthe"record"and"no."Heletherhear,untilRichardDepartment,andfromherwouldnotpolitelysaidRichardarrangements.7 AnalysistheconflictintheworkplaceThisconflictmaybeduetocognitivedissonance,pressuregroups,modeofcommunication,personalityconflicts,poorcoordination,andsoon.Joannerefusedhisrequesttoreplaceherasaspecializednetworkanalysis.ConflictbetweenfamilyandfriendsandJoanisaninterpersonalconflict,fromthecognitivedissonanceandhisabuseofpower.Richardrefusedtoparticipateinworkinggroups,althoughnowBrendagroups.TheconflictbetweenRichard,Brendaisastructuralcontradiction,fromthedifferencesbetweenthevariousdepartments.Heoftenchangedherdecision,itbelongstotheself-conflict.CaroledecidedtotakeoverthefaceofJoannetoheranalysisofthenetwork,buttheKingrefusedtoacceptthisadditionalworkload.Soshewasveryangry.Thiswillresultinreducedefficiency.Andcontactwillbegettingworse.Therearetwotypesofmajorconflict.First,thelimitedresource,Joannehasagoodnetworkanalysis.Carolewantedtouseherresourcestoreducethework.SoJoandoesnotwanttogiveher.ThereislessworkJoanne,haveagoodresourcenetworkanalysis.Carolehasagreatnetworkandpoorwork.Thenegativeimpactoftheconflictasfollows:itcanberesources,whichcouldleadtoabadrelationshipbetweenthestaff,itmayaffectmentalhealth,whichcouldleadtoapoorefficiency.Activeroleintheconflictasfollows:itcanstimulatethecommunicationbetweenemployees;itcanreducetheboringwork,itmayleadtoreform;itmakestheworkmoreaccurateandeffectiveforthewrongdirection,willfindmoreideaswillbethatitpromotesself-motivationofemployees.Conflictiscompetition,cooperation,toaccommodateandcompromise.Cooperation7 isself-confidenceandcooperationofco-operationwiththeotherpartybecauseofawin-winsolution.Carolewantedtoknowtheuseofresources.Caroleneedstoknowhowlonghertime.Carolewaslatewillaffectherwork.Ifyoudonotaffecther,sheshouldsharewiththenetworkanalysis.Completetheworkassoonasshecansharewithfamilyandfriends.Carolewillincreasecommunicationwitheachother;shecannotresolvethisconflict,cooperation,mediation.Joannashecancommunicateandfindanacceptablesolutiontothem.Shecanalsoworkwithotherdirectors,sothattheycanhelpherTimemanagementTimemanagementcontained:PrioritySetting,YourPeakTime,Stress,FiveMinuteRuleandPlanningandSchedulingtime.Doingwelltimemanagementwastohelptheindividualstoaccomplishtheworkefficiently.Nomatterwhatisbeingdone,beforestartingwork,thereshouldhaveatimeschedule,becauseitwillimprovetheefficiencyandshortentimetocomplete.Indeterminingpriorities,itspurposeistooutlinetheimportanceoftheevents,becausetheyarefromoneactivitytothenextaccordingtotheorder,thisorderisbasedontheurgencyandimportance.Therefore,weshouldfirstlyachievethoseimportantthings,becausetheywilldirectlyaffectthecompletionoftheprojectprogressandachievementofobjectives.Thendonon-importantandnon-emergencyactivities.Yourpeaktimeisthepeaktimetocompletetheworkonyourmostimportanttask,becauseourmindandbodycloselylinked.Therewasaveryeffectivemethod,andthatisfive-minuterule.Itincludes:loopthrougheachtask,makesureyouaredoingeachtask,taketimetoachievethingsforthemselveswithinfiveminutes,ifthisisamajortask,tryingtogetabasictreatmentandthenarrangeatime,youcancontinuetowork.7 Thereareothertechniquesthatcanhelpmaketimemanagement.Forexample:toreducethenumberofworkinghourstobeinterrupted,withcolleaguestomaintainagoodworkingrelationship;withthecustomertomaintainagoodworkingrelationship,inhissparetimetohelpcustomersandcolleaguestodotheirtasksandlearn,learntosay"no."Inthiscase,becausetheresponsibilitiesarenotclearlysothatCarolehaddonealotofwastedeffort;duetolackofnecessarynewsoagainandagaintochangetheirdecision;projectcannotbeimplemented,becausethereweretoolittlecommunicationbetweenstakeholders,andwithsubordinatecommunicationarefewaswell.Shedidnotsetoutatimescheduletoplanagoodthingsothatshewassowastedalotoftime.Soshecanusethediagramtolistthematrixwhichistheimportantthing,whichistheemergency,whatshoulddofirstthingsandwhichdonotneedtodothings.Afterthetimeisplanned,theefficiencywouldbeincreased.AlsoshecoulduseParetoprinciplethatmeansspendingher80percentofworkinghourstofocusondoingthe20percentoftheworks.StressmanagementThemainstagesofstresshavethreestages.Firstly,itisthealarmstage,thesecondlyistheresistancetochange,thethirdly,istheexhaustionstage.Moderatelevelofstressmayactuallyimprovetheperformanceandefficiency.Toolittlepressurecanleadtoboredom.Toomuchpressuretherewillbemanynegativeeffects.Thenegativeimpactsofphysicalare:weightgainorloss,unexpectedhairloss,heartpalpitationsandhighbloodpressure.Thenegativeimpactsofemotionalare:moodswings,anxiety,depression,formingunhealthycopingstrategies,suchasalcohol,drugsandsoon.7 Caroleisfeelingpressure,cannotworkeffectivelyandJoan,Gan.Shesuffersfrommigraineheadachesandstomach;shehasalsoexperiencedrepeatedheadaches.Shewasangrybecauseshehadtocancelseveralnightswithherfriendsandeveryone'ssituation.Carole'sworkduetostressandoverloadingoftheconflict.Hechosetodrinkaglassofwinetoomuchtodealwithherstress,butthatisnotagoodidea.Carolewasverytired,notagoodrest.Soshefelttoomuchpressure.Sheneedstopayattentiontophysicalreaction;sheneedsagoodrest,everyday.Sothatshewillhaveenoughenergytocompletetheday'sworktimeandfamilyandfriendsalsoneedtoeatdrink,andsincethenshewillfeelthepressurewillbereduced.shecouldimproveherworkingenvironmentandchangetheworkingatmosphere;shecouldconductaneffectivecommunicationwithstaffratherthanlitteringthepost-itnotesanddocumentsonherdesk;sheshouldthinkrealistically,gainingcontroloftime;shecouldcarryoutmuchmorecommunicationwithcolleagues,improvingtherelationshipwiththem;sheshouldpayattentiontohealthydietinsteadofeatingmicrowavereadymeals.ConclusionThisreportanalyzestheproblems.Managementwillknowthattherearemanywaystosolvethisproblembetweenemployeesandmanagement.Managementmayneedagoodbusinesspropositiontoencourageemployees.Managementbusinesscanbestresolvetheconflict.Timemanagementskillscanhelpthemdealwiththeproblememployees.Theycanbestcopewithstress.7 Referencehttp://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.html7
