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1、2008.9,Hu Weihua,Behavioural Skills for Business,Hu Weihua Department of Economics IMNU2008.9,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 unitSection 1-The role of the manager Se
2、ction 2-Leadership Section 3-Influencing skillsSection 4-Conflict in the workplaceSection 5-AssertivenessSection 6-NegotiationSection 7-Problem solving and decision makingSection 8-Time managementSection 9-Meetings and briefingsSection 10-Stress management,2008.9,Hu Weihua,The purpose of this unit:T
3、o 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 situations that arise
4、 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 organisationsOutcome 2 Analyse behavioral skills used by managers Outcome 3Analyse techniques used by managers to manage themselv
5、es 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 managementIdentify and explain the role of managers,Learning objec
6、tives,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 related functions and utilizing var
7、ious resources.,Functions:planning,organising,staffing,leading,Controllingand so on,Resources:information,materials,money,peopleand 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 and manager,2008.9,Hu Weihua,1.2 Early defin
8、ition 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 theory originated during Englands Industrial
9、 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 Taylor(1856-1915)(the Father of Scientific Man
10、agement)Taylors contributions:To develop a science of managementTo select workers scientificallyTo educate and train workers scientificallyTo create cooperation between management and laborTo give close supervision to workersTo introduce the piece-rate system for worker pay,1.2 Early definition of t
11、he 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 managers,2008.9,Hu Weihua,Henry Fayols contributions:Defined m
12、anagement as consisting of five main activities:PlanningOrganisingCommandingCo-ordinatingcontrolling,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions:Identified 14principles of management:Specialisation/division of labourAuthority with responsibilityDiscipline
13、Unity of commandUnity of directionSubordination of individual interestsRemuneration,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions:Identified 14principles of management:CentralisationChain/line of authorityOrderEquityLifetime jobs(for good workers)Initiative
14、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?,Discussion,2008.9,Hu Weihua,Advantages:The Classical School emphasised having clear rules a
15、nd 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 creativity of workers might not have been developed;This approach could lead to inflexibilit
16、y 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.Although theorists may define what managers should do,the reality of what they do is very d
17、ifferent.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 Mintzberg,2008.9,Hu Weihua,Henry Mintzberg is a famous professor and management researcher of Canada.H
18、e identified 10 roles of managers,and groups them into three categories in 1975 after many years research:InterpersonalInformational Decisional,2008.9,Hu Weihua,Interpersonal Roles:A managers interpersonal roles are the result of the position he or she holds in management.There are three roles:Figur
19、ehead 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 examples that a manager performs Figurehead Role?,2008.9,Hu Weihua,In addition to superiors and subordinates,managers i
20、nteract 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 creates the environment,works to improves employees performance and reduces conflicts,provides feedback,and motives subordinate
21、s.,2008.9,Hu Weihua,Informational rolesThe informational roles link all managerial work together.There are three roles:Monitor roleDisseminator roleSpokesperson role,2008.9,Hu Weihua,Monitor role means manager seeks and receives wide variety of special information to develop thorough understanding o
22、f the organization and environment.,2008.9,Hu Weihua,Disseminator means transmits information received from outsiders or subordinates to members of the organisation.,2008.9,Hu Weihua,Spokesperson role,the manager transmits orgenisations information to outsiders.,These information may be about organi
23、sations plan,polices,actions,results,and so on.In this occasion,manager serves as expert on organisations industry.,2008.9,Hu Weihua,Decisional roles The unique access to information places the manager at the centre of organisational decision making.There are four decisional roles:EntrepreneurDistur
24、bance handlerResource-allocatorNegotiator,2008.9,Hu Weihua,In the entrepreneur role,the manager initiates change to improve the work units operation.In the disturbance handler role,the manager deals with threats to the organisation.In the resource-allocator role,the manager chooses where the organis
25、ation will direct its by allocating the uses of various resources.In the negotiator role,the manager must spend a significant portion of time negotiating.,2008.9,Hu Weihua,Question:What threats need managers to deal with?Threats:Schedule problemsEquipment failureStrikeBroken contractsAny other featu
26、res that due to decreases productivity.,2008.9,Hu Weihua,Items to be negotiated include:Contracts with suppliers,Tradeoffs for resource 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
27、often being affected by contingency factors,include:Environmental factors(the location,community,industry,weather)Job factors(hierarchical level,functions and degree of supervision)Person variables(personality and style)Situational variables(including technological and time-related),2008.9,Hu Weihua
28、,Mintzberg suggests that job level and functions that are supervised are the contributors more than anything else-to 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
29、 interfaced with many others.There was a very wide rang of topics discussed with others not just management concerns.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”
30、decisions during conversations.In meeting with others,the general managers rarely gave direct orders.they 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 m
31、anager has)The constraints of the job(the limits on what the manager can do),2008.9,Hu Weihua,Stewart 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 ac
32、count the differences in behaviour of job holders and differences in actual jobs.it has been found 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,M
33、anagement and leadership are not synonyms.John Kotter believe that leadership is about producing change 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.,200
34、8.9,Hu Weihua,Kotter argues that leadership consists of:Developing an inspiring“vision”and strategies for its achievementCommunicating and explaining the visionInspiring people to attain the visionKotter believes that management involves:The setting of operational goals and action plansOrganising an
35、d staffingMonitoring results and dealing with problems.The manager uses formal,rational 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
36、 than doing things right.,2008.9,Hu Weihua,Leadership ability,management ability,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 an
37、d leadership,2008.9,Hu Weihua,Section 2,leadership,2008.9,Hu Weihua,Learning objectives,After studying this section,you should be able to Differentiate between management and leadershipDescribe the sources of power leaders may possessDescribe and understand various theories of leadership,2008.9,Hu W
38、eihua,2.1 leadership Defined,1.What does leadership mean to you?2.What de you 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 one
39、s will or views.Leaders are those who practice leadership,they guide,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 cha
40、nging.,2008.9,Hu Weihua,2.2 Differences Between Management and 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,lead
41、ership is not required.(e.g.informal leaders.)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
42、emotions.,2008.9,Hu Weihua,Figure 2-1 Difference 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 approachThe f
43、unctional approachThe behavioural approachThe style approachThe situational/contingency approachThe 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
44、root of their ability to lead.No 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 vie
45、w that leaders are necessarily born.Modern leadership traits theorist believe that leaders can be made.,2008.9,Hu Weihua,Some traits should be possessed by a leader:AdaptableAlert to social environment Ambitious and achievement-orientedAssertivecooperativeDependableEnergeticPersistentSelf-confidentT
46、olerant of stressWilling 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 arg
47、ues that the effectiveness of the leader depends upon their ability to meet three overlapping areas of need of the group being led.Task needsDefining objectives,planning the work,allocating resources,organising who does what,and so on.Team needsMaintaining morale,developing cohesiveness,maintaining
48、order,ensuring effective communication within the group.Individual needsTraining,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 studiesTwo of the earliest studies that draw attention to the particular
49、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,Ohio State University studies:Researchers at Ohio State University surveyed hundreds of leaders in the 1970s.The researchers stud
50、ied their behaviour in terms of two dimensions:consideration(关心人）and initiating structure（创建结构）.Consideration was defined as concern for subordinates ideas and feelings,and tend to build trust and relationships in the group.Initiating structure was defined as concern for goal achievement and task or
