商务行为技巧定稿1.docVIP

Introduction: In this report, This report is designed to allow you to be able to explain what managerial behavior in organizations involves and to analyze the behavioral skills that managers need in order to manage their own behavior and to deal with others. It should enable you to recognize the skills that managers need in order to behave effectively in situations that arise within a dynamic business environment. I will use some knowledge about behavioral skills for business to analyze several problems of Faboil Ltd. To analyze Richard’s managerial roles by using Henry Mintzberg’s management roles theory. Henry Mintzberg’s research blew away much of the mystique of tidy desks and focused, planned activity. Mintzberg identified 10 roles common to the work of all managers, and the ten roles are divided into three groups: Interpersonal Roles Figurehead Liaison Leader Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. A manager should play well as these three roles so that operate company well. In this case, Richard Caranberry has failed to understand his role as Manager when delegating woke to his team. In some instances, in the interpersonal, as a leader and liaison role, he should interacts with peers and people outside the organization and develop a good relationship between the manager and employees. As a leader, manager should creates the environment, works to improve employees’ performance and reduce conflicts. But Richard do worse on this side. He asked Carole who is one of team le