大三商务行为技巧

1、大三商务行为技巧大三商务行为技巧大三商务行为技巧ReportabouttheIbexElectronicsIntroduction:Inthisreport,ImainlydescribethesituationofIbexElectronics,andidentifythespecificproblemstheyhavemeetandexist,thenusingthetheoriesIlearnttogivesomesuggestionsandpracticalideashelpingthecompanytosolvethoseproblemsinordertomakethecompany

2、operatebetter,andmakemorebenefits.Content:Asweknow,thereareanumberofapproachescanbetakentoexaminetheleadership,suchas:theTraitApproach,theFunctionalApproach,theBehaviouralApproach,theStyleApproach,theSituational/ContingencyApproach,andtheTransformationalApproach.Fortheleaders,agoodapproachofleadersh

3、ipcandoalotofcontributestothecompany,sodoesitforFrankGreenshaugh,theleaderofIbexElectronics.ButwhenIreadthecasestudy,IalsofoundtherearemanymistakesthatFrankmadeduringthetimehemanagethecompany.Suchas,althoughsomeofthestaffsideasandsuggestionsareimplementedimmediately,othersdisappearrapidly,onlytore-e

4、mergeinthefuture,bearingeitherFranksnameorthatofanotherseniormanager;Initially,staffmembersacceptedFranksapproachandcontinuedtoprovidesomeverysoundandviablesuggestionsforcompanytoimplement,however,thesebenefitshavenowdisappearedasaresultofFrankstactics;Frankbriefsthemiddlemanagerstwiceaweek,andthrou

5、ghoutthemeetingthemanagersmuststandandlistentohispresentation,andthemeetingsareheldinthestaffcanteen,whichcansometimesbenoisyanddistracting.Forthosemistakeshemadeasabove,IsuggestFranktousetheContingencyApproachandtheTransformationalApproach.ContingencyApproachmeanstheeffectiveleadershipwasdependento

6、nanumberoffactors.Therewerethreethingsthataffectedthis:TherelationshipbetweentheleaderandfollowersThestructureofthetaskstobecarriedoutPositionpowerHerseyandBlanchard,andlaterNicholls,examinedthecharacteristicsofthefollowersinrelationtothesituation,andarguedthattheleadershipstyleshouldadapttothefollo

7、werslevelofreadiness.Readinessistheextenttowhichthefollowersareableandwillingtoaccomplishaparticulartask.IfFrankwantstooperateandmanagehiscompanybetter,heshouldtaketheapproachassoonaspossible.Forthisapproach,HerseyandBlancharddefineddifferentstylesascombinationoftaskandrelationshipbehaviours.Theydef

8、inedfourmainstylesas:Telling,Selling,Participating,andDelegating.Frankcandoastheapproachprovidedtoimprovetherelationshipbetweenhimandthestaffs,thisactioncanbelikelyas:takethemeetinginameetingroom,andletthemanagerssitontheseatlisteningthemeeting,thustheycanbemorepatientandmotivatetogiveoutideasaboutt

9、hework;collectthesuggestionsofstaffs,dothebesttoimplementthemifthesuggestionsarereasonable;dispersethepowertootherseniormanagers,letthemholdthepowertomanagetheirstaffs.TransformationalApproach:Transformationalleaderscommunicateavisionandapositiveimageanddisplaybehaviourthatreinforcesthis.Threecompon

10、entsoftransformationalleadershipare:Charisma,IndividualConsideration,andIntellectualstimulation.ForFrankGreenshaugh,heshouldencouragethestaffsthinkingfreelyandemphasizesreasoningbeforeactionistaken.Otherwise,Frankcanalsotrytogivehisstaffsakindimageinthecompanyinordertoencouragethemfeelpleasanttotalk

11、withhim.Changehistellsessions,andletthemanagersdointheirownway,andletthemdecidewhattheprocessshouldbe,getthepurposewithintheorganizationandletstaffsatalllevelstoimplementtheinstructions.Astherearemanykindsofinfluencingskills,iftheseniormanagerhavebeenresearchingalternativemarketsforthecompanysproduc

12、tsandexpertise,andnowneedtopersuadeFranktoconsidertheirproposals,heneedstoselectasuitableinfluencingtechniquetouse.Theinfluencingskillscanbe:influence,persuasion,andpower.FortheseniorsofIbexElectronics,theyneedtousethepersuasioninfluencetoletFrankagreetheirproposals.Becauseinfluenceisanumbrellaterm,

13、anytimeapersondeliberatelyattemptstochangeareceiverdeliberatelyusescommunicationtotrytochangeareceiversattitude,andpersuasionoccurs.Bothinfluenceandpersuasionconcerndeliberatechange,butdivergebecausepersuasionrequirescommunicationandseeksattitudechange.ForthenetworkinginfluenceofthePower-PushStrateg

14、ies,theonlyfourcompaniesintheworldarepresentlyproducingthemedicalequipmentwhichtheseniormanagersbelieveIbexiscapableofmanufacturing,soiftheIbexjointhemanufacturing,theimpactofthecompanycanbedeeper.DuetothedifferentlevelsbetweenFrankandhisstaffs,thestaffscannotusethepowerapproachtoletFrankagreewithth

15、eirideas,insteadtheycantrytheInfluencePullStrategiestoinfluenceFranksbehaviour,thismayconcludeas:reason,friendliness,coalition,bargaining,andassertiveness.TheseniormanagersoughttousethereasonpowertoinfluenceFrank,becausethereasonprovidingalogicalargumenttosupportarequest.Infact,thecompanyneedstolook

16、fornewmarkets,becausethereareonlyalimitednumberofcompaniessupplyingthesehighvalueelectroniccomponentsusedintheproductionofmedicalequipmentproducts.Whiletellingthefacts,theseniormanagersshouldalsopayattentiontotheattitudes,beingfriendlyeventhoughFrankmayreactbadlytotheircovertresearchcanmollifyhisatt

17、ention.InordertomakeFrankacceptthemanagersopinion,theycancallsomeotherspecialiststoprovideevidencesaboutthemarketsituationinordertoprovidesupporttothosemanagers.Anothermethodisbargaining,seniormanagerscannegotiationandbeingabletoprovidebenefitsinexchangeforwhattheywant.Inaddition,beingfirmaboutwhatt

18、heyarerequestingisalsoimportant.However,ifthereisnoobviouseffect,theseniormanagerscantrytonegotiatewithFrank.Negotiationistheactofdiscussinganissuebetweentwoormorepartieswithcompetinginterests,withtheaimofcomingtoanagreement.Anditcanbecentraltoacollectivebargainingprocesswhereproceduralandsubstantiv

19、eagreementscanbesoughtbetweenmanagementandworkforce.Inordertomakethenegotiationeffective,seniormanagersshouldmakeitprocess,justfollowthestagesas:Preparegetreadytonegotiate.Themainquestioniswhatdowewant?Debate/Argue/Discussthisstageshouldinvolvefindingoutwhattheotherpartywantsbutoftenturnsintoargumen

20、ts.Themainquestioniswhatdotheywant?Signalthisisgivinganindicationofwillingnesstomovefromacurrentlystatedposition.Proposethisinvolvesputtingforwardatentativesolutiontoanegotiationproblem.Themainquestioniswhatwantscouldwetrade?Packageoncethekeyissuesorvariableshavebeenbroughtout,proposalscanbeputtoget

21、herinaformthataddressestheotherpartyswants.Bargainthisisaboutexchangingsomethinggainedforsomethinggivenup.Themainquestioniswhatwantswillwetrade?Closemakefinaloffersanddecidetostoptrading.Agree.RedorBluebehaviours,managerscantrytousetheBluenegotiatorswhichtendtobeconcernedwithdevelopingrelationshipsa

22、ndmaytendtogiveinwhentheythinkthiswillleadtoastrengtheningoftherelationshipinthefuture.AndasKennedyarguesthatwhatisneededispurpleconditionalityinnegotiation.Insteadoftryingtoberedorblue,negotiationsshoulduseanapproachthatblendsthese.Allinall,inordertogetwin-winsituation,theseniormanagersshoulddothei

23、rbesttopreparethenegotiationandensurethatnegotiatorsdonotgivinganythingunlesstheygetsomethingthatsatisfytheirneeds.Alsotheassertivenesslisteningandeffectivequestioningareimportant.Actually,thebiggestproblemFrankmeetsisthewayhemanagehismeetings,inordertoimprovehismanagement,anewformaletiquetteontheco

24、nductsofmeetingsandbriefingsshouldbemade.Duetothefeaturesofmeetingthatitcanprovideanopportunityforpeopletocontributetheirviewsandideasandcanbemotivational.Theycanalsohelpthedevelopmentofstaff,providingtheopportunitytolearnfromoneanother,andgivepeopleachancetointeractandsocanfosterteamspirit.Briefing

25、sareaspecialformofmeetingwheremanagersorsupervisorsprovide,inaconcisemanner,informationoncurrentdevelopments,plansorpolicieswithinacompany.Theirpurposeistoprovideinformationtothosepresentandtoensurethatanyqueriesraisedareclarified.Thebriefingallowsthosepresenttoaskquestionsinordertoreinforcetheirund

26、erstanding.Toavoiddeadlysinsofmeetings,IsuggestFranktodoasfollows:Preparethemeetingswithclearpurpose.Meetingsholdwithsuitablepeople,avoidtoomuchpeopleattendingthemeeting.Preparetheagendasfully.Letpeoplepreparedbeforethemeetings.Keeptime,neverbelatetoattendthemeeting.Keepagoodcontrolofthemeetingasach

27、airperson.Actionrequiredclearlyafterthemeeting.Whenfacingproblems,thereisageneralmodeloftheproblemsolvingprocess:first,frametheproblem.ForFrankscompany,theIbexElectronics,theproblemsnowtheyarefacingisthedecisionofwhethertoexpandnewmarket.Infact,ifthecompanydoesntexpandthenewmarket,itwillnotlast.AnotherproblemisifIbexfailtoacceptthepartnershipwithReyseandMeditronics,theywilljoinforcesandtaketheworkforthemselves.Asaresult,Ibexwillfailtogetintotheinternationa