Business Behavioural Skills

Topics: Management, Resource allocation, Allocation Pages: 6 (1750 words) Published: January 4, 2011
1. Introduction
Faboil Ltd is a successful organisation in the biotechnology field. The paternal approach is the most important factor for the success of credit for the company.

At present, the monopoly position of Faboil Ltd has slowly eroded away and faces two competitors. The major causes are that the new products have failed to live up to market expectations and its modus operandi technology is at a backward stage.

There are some conflictions in the coordination between departments. When Dr Brownlow believed that selecting Brenda Frame and Judith Smythe is a smart move, Richard and Fred were both negative about the course and suggested that no long-lasting benefits would be achieved. Purchasing team and sales and marketing team involved in the working parties of Brenda, but Richard adamantly refused to yield on the matter.

This report will find the causes of problems in the company and give practical ideas and resolutions.

2. Richard’s Managerial Roles
Henir Fayol defined management as consisting of five main activities, planning, organizing, commanding, coordinating and controlling.

Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decision are to be made. Commanding is telling people what should be done. Coordinating involves determining 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 is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.

Richard did not act well in organizing. He didn’t allocate the work appropriately because he gave Carole the major portion of workload which Carole could not cope. He did not act well in coordinating. When there drove a wedge between Carole and Joanne, as a director, Richard didn’t come to solve the problem, and he has not keep friendly relationship with other department. He also did not act well in commanding. He didn’t tell clearly to Carole what should to do, which is mislead Carole and makes her become disillusioned and angry with Richard and Joanne.

Henry Mintzberg’s research divided ten management roles into three groups which are interpersonal roles, informational roles and decisional roles. Interpersonal roles include figurehead, liaison, leader; informational roles include monitor, disseminator and spokesperson; decisional roles include entrepreneur, disturbance handler, resource allocator and negotiator.

In the figurehead, Richard didn’t act well in the whole company, the relationship with other department is not friendly, and the internal work allocating is not appropriately. In liaison, he couldn’t interact well with other department. Richard also did not act well in disseminator, he didn’t transmits the information to the subordinates. On several occasions, Carole had made decisions which had to be changed due to lack of information. He also did not well in resource allocator, he didn’t gave the appropriate work to the right people.

3. Problems Resulted from Carole’s Inassertiveness
She didn’t understand herself enough so that she did not really want to admit that she was unable to cope with these works. And she had unreal expectation to other people, and genuinely liked to please everyone by doing as much as she could to ensure that no-one could criticise the quality of her input. What’s more, she was lack of effective communication, her decisions which had to be changed due to lack of information and communication from other stakeholders, and she decided to feedback her problem after one month of extra workload.

She should study to say no. When Richard allocated work to her, she should tell him her specialized subject and it is useful for leader to allocate...
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