商务行为技巧定稿1

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1、Introduction:Inthisreport,Thisreportisdesignedtoallowyoutobeabletoexplainwhatmanagerialbehaviorinorganizationsinvolvesandtoanalyzethebehavioralskillsthatmanagersneedinordertomanagetheirownbehaviorandtodealwithothers.Itshouldenableyoutorecognizetheskillsthatmanagersneedinorde

2、rtobehaveeffectivelyinsituationsthatarisewithinadynamicbusinessenvironment.IwillusesomeknowledgeaboutbehavioralskillsforbusinesstoanalyzeseveralproblemsofFaboilLtd.ToanalyzeRichard^managerialrolesbyusingHenryMintzberg^managementrolestheory.HenryMintzberg^sresearchblewawaymuc

3、hofthemystiqueoftidydesksandfocused,plannedactivity.Mintzbergidentified10rolescommontotheworkofallmanagers,andthetenrolesaredividedintothreegroups:InterpersonalRolesFigureheadLiaisonLeaderInformationalRolesMonitorDisseminatorSpokespersonDecisionalRolesEntrepreneurDisturbance

4、HandlerResourceAllocatorNegotiatorTheinformationalroleslinkallmanagerialworktogethe匚Theinterpersonalrolesensurethatinformationisprovided.Thedecisionalrolesmakesignificantuseoftheinformation^Theperformanceofmanagerialrolesandtherequirementsoftheserolescanbeplayedatdifferentti

5、mesbythesamemanagerandtodifferentdegreesdependingonthelevelandfunctionofmanagement.Amanagershouldplaywellasthesethreerolessothatoperatecompanywell.Inthiscase,RichardCaranberryhasfailedtounderstandhisroleasManagerwhendelegatingwoketohisteam.Insomeinstances,intheinterpersonal,

6、asaleaderandliaisonrole,heshouldinteractswithpeersandpeopleoutsidetheorganizationanddevelopagoodrelationshipbetweenthemanagerandemployees.Asaleader,managershouldcreatestheenvironment,workstoimproveemployees'performanceandreduceconflicts.ButRicharddoworseonthisside.HeaskedCar

7、olewhoisoneofteamleadersinhisthreeprojectteamstotakeonthemajorportionofworkloadandleadtotheconflictswereproducedbetweenCaroleandJoannewhoisanotherteamleade匚Faceontheseconflicts,andhehadnowaystosolvethemandcausetheworkforceenvironmentnotharmonious.Ontheotherhand,Richardneverl

8、istentoemployees5advice.SuchasBrenda(CSO)andJudithwhoisinSalesandMarketingt