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1、2008.9,Hu Weihua,Behavioural Skills for Business,Hu Weihua Department of Economics IMNU 2008.9,商务行为技巧,2008.9,Hu Weihua,Lecturer Information : Name： 胡伟华 E-mail: Tel:13948416869,Welcome to enter this unit ! come on !,2008.9,Hu Weihua,Course Syllabus,Introduction to the unit Section 1-The role of the m
2、anager Section 2-Leadership Section 3-Influencing skills Section 4-Conflict in the workplace Section 5-Assertiveness Section 6-Negotiation Section 7-Problem solving and decision making Section 8-Time management Section 9-Meetings and briefings Section 10-Stress management,2008.9,Hu Weihua,The purpos
3、e of this unit: To allow you to be able to explain what managerial behaviour in organisations involves . To analyse the behavioural skills that managers need in order to manage their own behaviour and to deal with others . To recognize the skills that managers need in order to behave effectively in
4、situations that arise within a dynamic business evironment.,Introduction to the Unit(1),2008.9,Hu Weihua,The outcomes of this unit : Outcome 1 Analyse the main aspects of managerial behavior in organisations Outcome 2 Analyse behavioral skills used by managers Outcome 3Analyse techniques used by man
5、agers to manage themselves and others.,Introduction to the Unit(2),2008.9,Hu Weihua,lets begin the unit learning,2008.9,Hu Weihua,The role of the manager,Section 1,2008.9,Hu Weihua,After studying this section, you should be able to : Explain the concept of the management Identify and explain the rol
6、e of managers,Learning objectives,2008.9,Hu Weihua,What is management and who is manager in your own opinion ?,Discussion,2008.9,Hu Weihua,1.1 The definition of management and manager,1.1.1 Management : one or more managers individually and collectively setting and achieving goals by exercising rela
7、ted functions and utilizing various resources.,Functions: planning, organising, staffing, leading, Controlling and so on,Resources: information, materials, money, people and so on,2008.9,Hu Weihua,1.1.2 Manager :People who allocate and oversee the use of resources.,1.1 The definition of management a
8、nd manager,2008.9,Hu Weihua,1.2 Early definition of the role of managers,Figure 1-1 Time line of management thought,1760 1800 1840 1860 1900 1920 1940 1960 1980 2000,Classical Schools,Behavioural School,Quantitative School,Systems School,contingency School,2008.9,Hu Weihua,The classical management t
9、heory originated during Englands Industrial Revolution,which began in the late 1700s with the invention of reliable steam-powered machinery. The classical management theory focused on finding the “one best way ” to perform and manage tasks.,2008.9,Hu Weihua,1.2.1 Classical Scientific SchoolFrederick
10、 Taylor(1856-1915) (the Father of Scientific Management) Taylors contributions: To develop a science of management To select workers scientifically To educate and train workers scientifically To create cooperation between management and labor To give close supervision to workers To introduce the pie
11、ce-rate system for worker pay,1.2 Early definition of the role of managers,2008.9,Hu Weihua,1.2.2 Classical Administration School Henry Fayol(1841-1925) Henry Fayol :a French Industrialist, is the first person credited with writing about the role of managers.,1.2 Early definition of the role of mana
12、gers,2008.9,Hu Weihua,Henry Fayols contributions: Defined management as consisting of five main activities: Planning Organising Commanding Co-ordinating controlling,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions: Identified 14principles of management: Specia
13、lisation/division of labour Authority with responsibility Discipline Unity of command Unity of direction Subordination of individual interests Remuneration,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions: Identified 14principles of management: Centralisation
14、Chain/line of authority Order Equity Lifetime jobs (for good workers) Initiative Esprit de corps,1.2 Early definition of the role of managers,2008.9,Hu Weihua,What do you think might have been some of the consequences (advantages/disadvantages) of applying the ideas of the Classical School?,Discussi
15、on,2008.9,Hu Weihua,Advantages: The Classical School emphasised having clear rules and levels of authority; People knew where they fitted into an overall structure; Increased productivity Disadvantages: People might become bored if they carried out the same task all the time; The initiative and crea
16、tivity of workers might not have been developed; This approach could lead to inflexibility as people may have only known their own job and , in times of change, might have found it difficult to adapt.,2008.9,Hu Weihua,There has been much debate since the time of Fayol as to what managers actually do
17、. Although theorists may define what managers should do, the reality of what they do is very different. In fact , managers are driven by deadlines ,continual interruptions and a rush of information. It is important that understand what manager should and should not do.,1.3 Management Roles-Henry Min
18、tzberg,2008.9,Hu Weihua,Henry Mintzberg is a famous professor and management researcher of Canada. He identified 10 roles of managers , and groups them into three categories in 1975 after many years research : Interpersonal Informational Decisional,2008.9,Hu Weihua,Interpersonal Roles : A managers i
19、nterpersonal roles are the result of the position he or she holds in management. There are three roles: Figurehead role: Liaison role: Leader role :,2008.9,Hu Weihua,As head of a work unit , a manager routinely performs certain ceremonial duties of legal and social nature. Question : Who can give ex
20、amples that a manager performs Figurehead Role?,2008.9,Hu Weihua,In addition to superiors and subordinates, managers interact with others. peer-level managers in other departments, staff specialists , other departments employees, and suppliers and clients.,2008.9,Hu Weihua,As a leader, a manager cre
21、ates the environment , works to improves employees performance and reduces conflicts, provides feedback, and motives subordinates.,2008.9,Hu Weihua,Informational roles The informational roles link all managerial work together. There are three roles : Monitor role Disseminator role Spokesperson role,
22、2008.9,Hu Weihua,Monitor role means manager seeks and receives wide variety of special information to develop thorough understanding of the organization and environment.,2008.9,Hu Weihua,Disseminator means transmits information received from outsiders or subordinates to members of the organisation.,
23、2008.9,Hu Weihua,Spokesperson role, the manager transmits orgenisations information to outsiders.,These information may be about organisations plan, polices, actions, results, and so on. In this occasion, manager serves as expert on organisations industry.,2008.9,Hu Weihua,Decisional roles The uniqu
24、e access to information places the manager at the centre of organisational decision making. There are four decisional roles: Entrepreneur Disturbance handler Resource-allocator Negotiator,2008.9,Hu Weihua,In the entrepreneur role, the manager initiates change to improve the work units operation. In
25、the disturbance handler role, the manager deals with threats to the organisation. In the resource-allocator role, the manager chooses where the organisation will direct its by allocating the uses of various resources. In the negotiator role, the manager must spend a significant portion of time negot
26、iating .,2008.9,Hu Weihua,Question : What threats need managers to deal with? Threats: Schedule problems Equipment failure Strike Broken contracts Any other features that due to decreases productivity.,2008.9,Hu Weihua,Items to be negotiated include: Contracts with suppliers, Tradeoffs for resource
27、incide the organisation, Agreements with labor union,2008.9,Hu Weihua,Figure 1-2 management roles,2008.9,Hu Weihua,Factors Affecting Managerial Work,Managerial work often being affected by contingency factors, include: Environmental factors (the location, community , industry, weather ) Job factors
28、( hierarchical level, functions and degree of supervision) Person variables (personality and style) Situational variables (including technological and time-related ),2008.9,Hu Weihua,Mintzberg suggests that job level and functions that are supervised are the contributors more than anything else - to
29、 variation in the managers work.,2008.9,Hu Weihua,John Kotters study: They spent most of their time with others. Not onty did they spend time with their staff and their managers but they interfaced with many others. There was a very wide rang of topics discussed with others not just management conce
30、rns. Joking and non-work related topics were very common. Many discussions were on fairly trivial matters. They tended to ask a wide variety of questions. They generally did not make any “big” decisions during conversations. In meeting with others, the general managers rarely gave direct orders.they
31、 tended to influence others by asking or requesting, rather than telling.,2008.9,Hu Weihua,Rosemary Stewarts study: The demands of the job (what must be done) The choices available(the freedoms the manager has) The constraints of the job(the limits on what the manager can do),2008.9,Hu Weihua,Stewar
32、t argues that to understand managerial jobs it is necessary to understand the flexibility within them. She believes that it is wrong to make generalisations about managerial work without taking into account the differences in behaviour of job holders and differences in actual jobs.it has been found
33、that managers in similar jobs carry these out in different ways and this may be as a result of how much flexibility there is within the job.,2008.9,Hu Weihua,1.4 Difference Between Manager and Leader,Management and leadership are not synonyms. John Kotter believe that leadership is about producing c
34、hange and is critical within modern organisations in the “new economy”, characterised by the introduction of whole new business models in response to turbulent change in the organisation environments.,2008.9,Hu Weihua,Kotter argues that leadership consists of : Developing an inspiring “vision” and s
35、trategies for its achievement Communicating and explaining the vision Inspiring people to attain the vision Kotter believes that management involves: The setting of operational goals and action plans Organising and staffing Monitoring results and dealing with problems. The manager uses formal, ratio
36、nal methods to get things done, while the leader uses passion and stirs emotions.,2008.9,Hu Weihua,Peter Drucker identified that the characteristic of effective managers was their ability to “do the right things , rather than doing things right.,2008.9,Hu Weihua,Leadership ability,management ability
37、,People who have management ability but are not leaders,People who have leadership ability but are not managers,People who have both leadership ability and management ability,Figure 1-3 Relationship between management and leadership,2008.9,Hu Weihua,Section 2,leadership,2008.9,Hu Weihua,Learning obj
38、ectives,After studying this section,you should be able to Differentiate between management and leadership Describe the sources of power leaders may possess Describe and understand various theories of leadership,2008.9,Hu Weihua,2.1 leadership Defined,1. What does leadership mean to you? 2. What de y
39、ou see as the differences (if any ) between leadership and management?,2008.9,Hu Weihua,Leadership is the process of influencing individuals and groups to set and achieve goals. Influence is the power to swift other people to ones will or views. Leaders are those who practice leadership, they guide,
40、 direct, persuade, coach, counsel, and inspire others.,2008.9,Hu Weihua,Leadership involves three sets of variables: the leader, those being led, and the circumstances and situations they find themselves facing. All three are constantly changing.,2008.9,Hu Weihua,2.2 Differences Between Management a
41、nd Leadership,A manager might carry out a rang of functions such as : planning, organising, directing (or leading ) , and controlling. Leadership is just one important component of these functions. A manger needs formal authority to be effective, leadership is not required. (e.g. informal leaders.)
42、A leader is someone whom people naturally follow through their own choice, whereas a manager must be obeyed. Managing and leading are two different ways of organising people. The manager uses a formal, rational method, while the leader uses passion and stirs emotions.,2008.9,Hu Weihua,Figure 2-1 Dif
43、ference between management and leadership,2008.9,Hu Weihua,Management is a function that must be exercised in any business; leadership is a relationship between leader and led.,2008.9,Hu Weihua,2.3 Approaches to understanding leadership,The trait approach The functional approach The behavioural appr
44、oach The style approach The situational/contingency approach The transformational approach,2008.9,Hu Weihua,2.4 The trait approach,Early theories about leadership suggested that excellent leaders possessed certain traits, or personal characteristics, that lay at the root of their ability to lead. No
45、 list of leadership traits and skills can be definitive, however, because no two leaders are exactly alike. Different leaders working with different people in different situations need different traits.,2008.9,Hu Weihua,Traditional leadership traits theorist take the view that leaders are necessaril
46、y born. Modern leadership traits theorist believe that leaders can be made.,2008.9,Hu Weihua,Some traits should be possessed by a leader: Adaptable Alert to social environment Ambitious and achievement-oriented Assertive cooperative Dependable Energetic Persistent Self-confident Tolerant of stress W
47、illing to assume responsibility,2008.9,Hu Weihua,2.5 The functional approach,This approach focuses on the specific behaviours the leader uses to lead their followers. In this approach leadership is an aspect of the function, not of a particular person.,2008.9,Hu Weihua,John Adair argues that the eff
48、ectiveness of the leader depends upon their ability to meet three overlapping areas of need of the group being led. Task needs Defining objectives, planning the work, allocating resources, organising who does what , and so on. Team needs Maintaining morale, developing cohesiveness, maintaining order
49、, ensuring effective communication within the group. Individual needs Training, personal issues, and dealing with conflicts between group needs and individual needs.,2008.9,Hu Weihua,2.6 The behavioural approach,2.6.1 The ohio studies Two of the earliest studies that draw attention to the particular behaviour or style of leadership were the Ohio and Michigan studies.Both studies took place at about the same time (1970s) and came to similar conclusions.,2008.9,Hu Weihua