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HND CASE 商务行为技巧Balance Bank PLC

HND CASE 商务行为技巧Balance Bank PLC
HND CASE 商务行为技巧Balance Bank PLC

Balance Banking PLC is a medium player in the financial sector. In response to external market pressures and having absorbed a small building society, it underwent a major restructuring programme just under 12 months ago. The restructure resulted in a number of changes to departments and teams throughout the organisation, including changes at senior management level. As part of the restructuring there were a number of redundancies. In addition, a large number of staff were moved around, and now find themselves in new teams with new line management arrangements.

Motivation was and continues to be low and the Trade Unions have been highly critical of the senior management team over the last 12 months and feel that their members are paying the price for poor management decisions. The continuing economic climate means that the organisation is continually under pressure to perform and staff feel insecure about their future prospects.

The New Customer Engagement Team was created under the new structure and brought together two former teams under one manager Jess Green. Managers in the old structure had to apply for the manager positions in the new structure under competitive conditions, a process which caused considerable upset among existing managers. The position of manager for the New Customer Engagement Team had four internal applicants. Jess was surprised at her own appointment mainly because all the other applicants held manager positions in the old structure and that she was the only applicant with limited experience in that particular area. Her appointment caused a bit of a stir. Of the other three applicants; one was appointed to another team manager post in the new structure; another accepted a redundancy package; whilst the other applicant is still with the organization, but not as a manager but as Lead Financial Assessor reporting to Jess.

At a meeting, following her appointment, with her line manager it was stressed that the organisation had to regain the confidence of its stakeholders including its customers. The organisation had to rebuild and each manager had to ensure that the performance of their team was geared to achieving the strategic objectives of the organisation namely:

1.To achieve financial security and return to profit.

2.To become a place of choice for employees.

3.To create an open and transparent management style.

4.To focus on customer and shareholder needs.

5.To focus on long-term quality profitability.

6.To create a new business mix and manage the business risk

At the same meeting Jess was advised that she had been appointed to the post because of her drive and enthusiasm. The interview panel had been particularly impressed by her fresh thinking and clear ideas as to how the team could be developed in the medium to long term future. Shortly after her appointment she put forward a paper as to how the new teams could be taken forward to ensure their contribution to the organisation’s strategic objectives.

Jess’s new team consists of members of the former New Accounts team, member s of the former Risk Assessment team, and four staff from the recently acquired building society. The new team consists of 16 staff: 10 full time staff and six part-time staff. The former New Accounts team was viewed as a middling performing team, it did make its targets over the years but generally struggled and seemed to require a lot of attention in order to do so. The manager of the old team retired eighteen months prior to the restructure and the team had been managed on a caretaker basis by other managers until the restructure. As a result the team struggled with a lack of direction.

The role of the new team is to provide a focus for new customers and to ensure that new accounts are established without difficulty and with a minimum of fuss. One area that has increased in significance over the last year is the area of risk assessment. Every new customer is credit screened and before any account is established a full financial risk assessment has to be made. A copy of the team structure can be found in Appendix 1.

Since taking the team over Jess has found the stress of the job almost unbearable at times. Her new ideas were thwarted, in part by the need to ensure that new performance targets were met but the main stumbling block was a reluctance of staff to embrace change. Her drive and enthusiasm was interpreted as overbearing and in one case perceived as bullying behaviour. The stress of the job was also apparent in the monthly team meetings which while initially having been designed to generate involvement had become no more than 30 minute briefings based on performance targets. As a result staff sit quietly, take brief notes and clock watch The past 12 months presented considerable challenges with the introduction of new operational systems, new working practices as well as building a new team. Staff felt that the changes were imposed rather than negotiated and had disengaged with many of the processes. Jess patched the gaps by doing a number of the jobs herself resulting in her working longer hours than necessary and her focus being on day to day issues. The nature of the work had also meant that previous tasks i.e. new accounts and risk management continued. As a result the divisions within the team were maintained and there was very little movement between the two areas. The four building society staff who had transferred to the team were allocated between the two areas reinforcing the structural divisions.

As far as senior management is concerned the new team continues to under-perform. Jess has on a number of occasions had her leadership style questioned by senior management, particularly when there was an informal grievance about bullying raised. After some discussion with HR it was agreed that a mentoring arrangement may benefit Jess. In order to prepare for her first mentoring meeting Jess was asked to reflect on her team and the team members in order to discuss strategies designed to increase the performance of the team.

In preparation for the meeting Jess penciled the following notes:

Jack –has been with the organisation for over twenty five years and is a highly experienced and respected member of staff whose counsel is sought on a variety of issues. Staff would rather seek Jack out for decisions than me. Much of his knowledge has been gained through his experience and isn’t formalised in any way. He is slightly bored with his existing position but is due to retire in a few years so is not interested in any of the promoted posts in the new organisation. While he is happy to work with me he tends to view me as a junior member of staff and I tend to defer to him if any debate arises.

Carol – has been with the organisation for fifteen years and whilst a good operator she tends to stick by the rules regardless. There have been a number of complaints over the years, the majority of which have resulted from Carol’s abrasive style which tends to rub people up the wrong way. In most of these cases Carol’s decisions have been the right ones but her inability to communicate well creates difficulties with internal and external customers. She is a little intimidating and I tend to avoid any conflict situations with her. Carol was quite outspoken at the initial team meetings but recently hasn’t appeared interested.

Russell – has been with organisation for twelve years and was, until the restructuring, the manager of the Risk Assessment team. Regarded as a good steady hand he was widely expected to be appointed to the position now held by me. His motivation is now very low and he has made it publicly known that he will not create any difficulties for the new team and that he will only do the bare minimum i.e. doing no more than his contracted hours, coming in on time and going home on time, and doing no more than the job in hand. A couple of staff including those transferred to the new team feel loyalty to Russell and feel that he has been

‘hard done by’. My hesitation over a number of critical decisions has reinforced the idea that Russell would have been a better appointment among these staff.

Elspeth – has been with the organisation for two years and has shown considerable ambition. She is poorly qualified but is now trying to address that through part-time study. Her work is good but is not of a particularly high standard and her inexperience tends to come through in some of her decisions. Her poor organisation skills mean that she continually fails to meet deadlines and often has to put in extra hours to cope. In addition, her attendance over the last six months has been giving cause for concern.

Abda –has been with the organisation for four years and has just returned from maternity leave. She is a highly competent and qualified member of staff and tends to be very traditional in her ways not particularly welcoming of any innovation/changes. She is very friendly with Jack and will perform the tasks in the way that he decides rather than some of the new methods suggested by me.

Brian – transferred from the risk team where he had been employed for 12 years. When Russell had been seconded to a project elsewhere in the organisation he acted up to his manager post. Good strong administrator but like Abda tends to be resistant to change. Despite having acted up to a management position Brian seems to be happy where he is and did not apply for any of the promoted posts in the new structure.

Richard –part time member of staff who is extremely willing and enthusiastic who has been with the organisation for two years. The first year was a difficult year as he felt that he was dropped in the deep end with an induction programme focussed on ticking boxes with very limited support. Having survived that he is viewed as a well qualified and well liked member of staff but he is frustrated with the lack of any full-time opportunities in the organisation. André–a part-time member of staff who reduced his hours some years ago due to family commitments, after about 10 years as a full-time member of staff. He is highly regarded and brings a sense of humour to the team albeit many of his comments tend to be cynical about the organisation and how it is managed. I feel that his joking undermines my position but I am unsure how best to tackle this. Given the external circumstances it is unlikely that the current recruitment freeze will be lifted for another 12 months, although I feel that there will be opportunities once my team is established.

HND CASE 商务行为技巧Balance Bank PLC

Balance Banking PLC is a medium player in the financial sector. In response to external market pressures and having absorbed a small building society, it underwent a major restructuring programme just under 12 months ago. The restructure resulted in a number of changes to departments and teams throughout the organisation, including changes at senior management level. As part of the restructuring there were a number of redundancies. In addition, a large number of staff were moved around, and now find themselves in new teams with new line management arrangements. Motivation was and continues to be low and the Trade Unions have been highly critical of the senior management team over the last 12 months and feel that their members are paying the price for poor management decisions. The continuing economic climate means that the organisation is continually under pressure to perform and staff feel insecure about their future prospects. The New Customer Engagement Team was created under the new structure and brought together two former teams under one manager Jess Green. Managers in the old structure had to apply for the manager positions in the new structure under competitive conditions, a process which caused considerable upset among existing managers. The position of manager for the New Customer Engagement Team had four internal applicants. Jess was surprised at her own appointment mainly because all the other applicants held manager positions in the old structure and that she was the only applicant with limited experience in that particular area. Her appointment caused a bit of a stir. Of the other three applicants; one was appointed to another team manager post in the new structure; another accepted a redundancy package; whilst the other applicant is still with the organization, but not as a manager but as Lead Financial Assessor reporting to Jess. At a meeting, following her appointment, with her line manager it was stressed that the organisation had to regain the confidence of its stakeholders including its customers. The organisation had to rebuild and each manager had to ensure that the performance of their team was geared to achieving the strategic objectives of the organisation namely: 1.To achieve financial security and return to profit. 2.To become a place of choice for employees. 3.To create an open and transparent management style. 4.To focus on customer and shareholder needs. 5.To focus on long-term quality profitability. 6.To create a new business mix and manage the business risk At the same meeting Jess was advised that she had been appointed to the post because of her drive and enthusiasm. The interview panel had been particularly impressed by her fresh thinking and clear ideas as to how the team could be developed in the medium to long term future. Shortly after her appointment she put forward a paper as to how the new teams could be taken forward to ensure their contribution to the organisation’s strategic objectives. Jess’s new team consists of members of the former New Accounts team, member s of the former Risk Assessment team, and four staff from the recently acquired building society. The new team consists of 16 staff: 10 full time staff and six part-time staff. The former New Accounts team was viewed as a middling performing team, it did make its targets over the years but generally struggled and seemed to require a lot of attention in order to do so. The manager of the old team retired eighteen months prior to the restructure and the team had been managed on a caretaker basis by other managers until the restructure. As a result the team struggled with a lack of direction.

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Unit Title:Behavioural Skills for Business Assessor Name: Submission Date: 03/11/2014 Outcome 1-3 Candidate Name: Candidate ID: Course Group: Business with Accounting Candidate Grade: 2012 Word Count: 2486

Contents Q1: Manage role theory (2) Q2: Behaviours Skills (4) Q3: Conflicts (10) Q4: Metting and Briefings (12) Q5: Time Management (14) Q6: Stress management (15) Q7:Problem Solving (16) References (17)

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商务谈判中的行为语言技巧知识分享

商务谈判中的行为语 言技巧

肢体语言在商务谈判中的应用 当前经济的全球化,人们越来越频繁地参与到商务谈判中,商务谈判是市场经济条件下最普遍的活动之一。成功的商务谈判要求谈判人员不仅要熟知谈判原则相关法律和商务业务,而且要掌握谈判技巧。肢体语言作为交际中一个较为特殊的部分,对商务谈判的成功与否起重要作用,大都是发自内心的深处,极难压郁和掩盖的,从而达到谈判的目的。 一、肢体语言概述 商务谈判不仅是口头语言的交流,同时也是肢体语言的交流。在商务谈判中,谈判者常常通过人的目光、形体、姿态、表情登非发音器官来与对方沟通,传递信息、表达态度、交流思想。世界著名的非语言传播专家伯德维斯泰尔指出:两个人之间一次普通的谈话,口头语言部分传播的信息不到35%,而非语言部分传播的信心达到65%。因此,作为一个优秀的商务谈判者,除了具有丰富的有声语言技巧外,还应该具有丰富的行为语言技 巧,在谈判过程中留意观察谈判对手的一颦一笑,一举一动,就有可能通过肢体语言窥视谈判对手的心理世界,把握谈判的情势,掌握谈判获胜的主动权。在商务谈判中,肢体语言有着有声语言所无法替代的作用,但肢体语言必须有一定的连续性才能表达比较完整的意义,单独的一个动作难以传递丰富、复杂、完整的意义。 二、肢体语言的观察 学会观察是运用肢体语言的前提,因此只有留心观察才能学会运用。有一种比较好的学习观察方法,就是通过摄像机提供具体生动的素材,并在专业人员或

有丰富谈判经验人员的帮助或提示下进行分析,也可以在自然条件下直接观察他人运用的各种行为语言,分析肢体语言的意思。 (一)面部表情 1. 目光语。“眼睛是心灵的窗户”道出了眼睛具有反映内心世界的功能,通过眼视的方向、方位不同,产生不同的眼神,传达和表达不同的信息。在谈判过程中,谈判组员之间可能会相互使眼色,这样,谈判者就必须注意眼睛对信息传递的观察和利用,而来自不同文化背景国家的人在交流时,注视对方眼睛的时间是不同的。欧美国家的人们注视对方眼睛的时间要比亚洲国家人长。在谈判过程中,如果对方与你目光相交的时间较长,一般意味着两种可能:第一种可能是,他对与你谈话很感兴趣,如果是这样的话他的瞳孔会扩张;第二种可能是,他对你怀有敌意,或是向你传递挑衅的信号,在这种情况下他的瞳孔会收缩。因此,有一些企业家在谈判中之所以喜欢带上有色眼镜,就是因为担心对方察觉到自己瞳孔的变化。 2.微笑语。不管面部表情如何复杂微妙,在商务谈判和交往活动中最常用,也是最有用的面部表情之一就是你的笑容。愿不愿、会不会恰到好处的笑,实际上能完全反映你适合社会、进行社交和成功谈判的能力如何。 微笑应该发自内心,自然坦诚,在谈判桌上,微微一笑,谈判双方都从发自内心的微笑中获得这样的信息:“我是你的朋友”、“你是值得我微笑的人”。微笑虽然无声,但它说出了很多意思:高兴、欢悦、同意、赞许、尊敬。作为一名优秀的谈判者,请你时时处处把笑意写在脸上。而在谈判碰到僵局时,微笑可以缓和气氛,帮助谈判顺利进行。如:在一次谈判中,我们注意到说话人说话时的表情。

商务行为技巧HND

商务行为技巧-HND

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Behavioral Skills for Businesses DE3L 35

Introduction In this report I will give some definition about the management, conflict, assertiveness, time management and stress. By analyzing the case of Faboil Ltd, I will figure out the problems exist in this company and provide some advice to solve these problems. Management Management is the process of getting things done effectively and efficiency, through and with people. Effectively: do right things Efficiency: do things right Henri Fayol(1841-1925) a French Industrialist, is the first person credited with writing about the role of managers (or at the time of his writing, administrators). He defined management as consisting of five main activities: ●Planning: defining goals, establish strategy, developing plans, to coordinate activities. ●Organizing: determing what tasks are to be done, who is to do them, how the task are to be grouped, who report to whom, where decision are to be made. ●Commanding: telling people what should be done. ●Co-ordinating: determing the timing and sequencing of activities so that they mesh properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. ●Controlling: monitoring, checking progress against plans, which may need modification based on feedback. Richard Cranberry has some mistakes in his managing. There are some examples will be given. At the start of the yeas, Richard gives all the several tasks to Carole. he thinks that Carole is the only qualified one. And he thinks that it was impossible to apportion the tasks equally. Richard misread the Organizing aspect of management. His decision will not make the tasks achieved more quickly but slowly and ineffectively. In my opinions, Richard should separate the several tasks to his three Project Team Leaders. Within a month of taking on the extra workload, Carole was experiencing several problems which she could not have foreseen. Richard, as her leader, didn’t figure the problems Carole had. Richard misread the Controlling aspect of management. If the board didn’t find the issues that their employees had, it would affect the works negatively. So Richard should check the process of projects and figure out what problems may the employee have, and find out the issues in the process of project. Assertiveness The words we say, how we say them and the body language we use all convey messages to others. There are three types of behaviors

商务谈判中的沟通技巧有哪些

商务谈判中的沟通技巧有哪些 商务谈判的过程,实际上即是一个谈判双方基于各自利益点,相互协商沟通,以达成合作协议的过程。因此,在谈判中讲求一定的技巧非常有必要。那么,商务谈判中可供我们借鉴的沟通技巧都有哪些呢下文中,世界工厂网小编以招商谈判为例,与朋友们分享一些谈判经验人士对谈判中沟通技巧的介绍: 有谈判经验人士指出,谈判中,沟通的技巧很重要,我们最常见和也是最重要的四种沟通习惯,他们分别是:打岔、主导、迎合以及垫子。 案例: 招商经理:刚才我根据您的投资计划,我对项目做了一个介绍,您看还有什么地方我再详细阐述一下 客户:我觉得×××的加盟比您们的优惠,你们加盟费8万,他们才5万 招商经理:说的很好!您知道为什么吗这就是投资我们项目的关键。 客户:为什么 招商经理:一个投资1万回报一万的项目,和一个投资2万回报5万的项目,您会选择什么呢 客户:当然选择2万了,不用说,做生意为了赚钱啊 招商经理:对,这就是我们费用跟他们区别的地方 客户:恩,道理是这样,但是说实话,我还是对项目信心不足。 招商经理:您谦虚了,您看,您有做服务管理的经验,做的都还不错啊,虽然不是同一个行业,但是服务行业管理是相通的,这个管理能力对您以及对项目来说,是成功的关键,这也是我们选择加盟商的必要条件之一。 客户:那倒是,我还是懂一些管理的,我曾经开过店,也帮别人管理过店,做过公司的部门经理什么的,他们都说我适合做老板,呵呵。。。比如。。。(开始炫耀和细说以前的得意的事情)。。我人缘比较好,跟我做事的人一般都喜欢跟我在一起,我就喜欢交朋友,您是什么地方的人 招商经理:我是山东人,看我爽直真实的性格就知道,做事利索,有什么说什么,您就跟我脾气比较像,做事干脆,干净利落。 客户:做事嘛,看好了就做,怕这怕那就没有办法做事。 招商经理:就是,就是,跟您在一起很开心,谈任何事情都很轻松,不用我过多介绍,明白人吧,一点就通。呵呵。开店啊,就是需要您这样有勇有谋,做事魄力的老板。您看没有其他异议的话,我就拿合同过来,我们一起看看。 客户:好的。 一、主导 主导是招商谈判中的一个关键技巧,就是在谈话中埋伏一些诱饵,一些没有明说的线索,自然地说完后,引发听者的好奇,从而追问,进入您的话题领域和范围。那比如,

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