Report on analyze the Behavioural Skill for business about Faboil Ltd
Report on analyze the Behavioural Skill for business about Faboil Ltd
Present by: Sun Yue
Date: 01/01/09
Introduction
Faboil Ltd has evolved into a relatively successful organisation within the biotechnology field. In this report I will give a analysis of Richard’s managerial roles and used the assertiveness skills theory to analyze Carole’s inassertiveness. Then I will explain the effects of conflict and how should conflict be resolved. At last, I also give some time management techniques to Carole to manage time better, and give some useful methods of stress resolution.
Findings
1. Management Roles—Henry Minzberg
Although theorists may define what managers should do, the reality of what they do is very different, and also difficult to estimate. They are normally driven by deadline, continual interruptions and a rush of information. Confusion over what managers should and should not do has many repercussions. If it is not known what managers should do, how can we measure success or failure of manager’s job done? How can we best develop managers? How can fairly reward?
Henry Minzberg—the nature of managerial works (Harper Row, 1973).
He identified 10 roles at common works of all managers into three groups:
Interpersonal Roles:
Ensure that information is provided.
1. Figurehead
2. Liaison
3. Leader
Informational Roles:
Link all managerial work together.
4. Monitor
5. Disseminator
6. Spokesperson
Decisional Roles:
Make significant use of the information.
7. Entrepreneur
8. Disturbance handler
9. Resource allocator
10. Negotiator
In the case, Dr Alfred Brownlow has four senior department, they are Richard Cranverry (director of biotechnology), Brenda Frame (Chief scientific officer), Fred Windows (Financial director) and Judith Smythe (Sales &Marketing director). They all have their responsibilities and authorities.
Richard Cranberry is the director of biotechnology department to develop new products
Present by: Sun Yue
Date: 01/01/09
Introduction
Faboil Ltd has evolved into a relatively successful organisation within the biotechnology field. In this report I will give a analysis of Richard’s managerial roles and used the assertiveness skills theory to analyze Carole’s inassertiveness. Then I will explain the effects of conflict and how should conflict be resolved. At last, I also give some time management techniques to Carole to manage time better, and give some useful methods of stress resolution.
Findings
1. Management Roles—Henry Minzberg
Although theorists may define what managers should do, the reality of what they do is very different, and also difficult to estimate. They are normally driven by deadline, continual interruptions and a rush of information. Confusion over what managers should and should not do has many repercussions. If it is not known what managers should do, how can we measure success or failure of manager’s job done? How can we best develop managers? How can fairly reward?
Henry Minzberg—the nature of managerial works (Harper Row, 1973).
He identified 10 roles at common works of all managers into three groups:
Interpersonal Roles:
Ensure that information is provided.
1. Figurehead
2. Liaison
3. Leader
Informational Roles:
Link all managerial work together.
4. Monitor
5. Disseminator
6. Spokesperson
Decisional Roles:
Make significant use of the information.
7. Entrepreneur
8. Disturbance handler
9. Resource allocator
10. Negotiator
In the case, Dr Alfred Brownlow has four senior department, they are Richard Cranverry (director of biotechnology), Brenda Frame (Chief scientific officer), Fred Windows (Financial director) and Judith Smythe (Sales &Marketing director). They all have their responsibilities and authorities.
Richard Cranberry is the director of biotechnology department to develop new products