Behavioural Skills for Business – Important Considerations by Mark Gillan

Suggestions Might not be possible to fit everything into 1,500 to 2,000 words It is expected each of the Outcomes and Knowledge and Skills is met Important to bridge the link between theory and practice … in other words, the theory / models are applied to the situation and inform the discussion Candidates must be able to show the skills deployed together and not in isolation … in other words, candidates need to be able to identify the overlap between assertiveness, influencing and managing meetings etc.

Managerial Behaviours Use of Mintzberg’s 10 managerial roles Stewarts demands – classification of choices, demands and constraints Fayol Managers and Leaders Leadership Theories Adair’s Action Centred Leadership provides a useful frame to discuss raised in the case

Behavioural Skills Assertiveness Skills Distinction between assertiveness, aggression and passiveness Techniques such as ‘broken record’, ‘fogging’ Challenging behaviours such as (seeking, asking, checking), standing up for oneself, coping with put-downs (negative assertion), receiving constructive criticism, recognising barriers to action, thinking realistically, communicating what you want to the whole team Challenging attitude At least two strategies must be covered for assertive skills

Behavioural Skills Influencing Skills Balance of power Influencing strategies Push-pull, reasoning, assertion, exchange of beliefs, coercion, courting favour, partnership At least two of the above, linked to the case study as with everything within the report

Behavioural Skills Negotiation Skills Win-win situations Asking questions Testing understanding Summarising Counter proposals Improve performance through team meetings, re-engaging people At least two techniques need to be covered

Conflicts Causes – cliques, communication patterns, personality clashes, assumptions, misuse of authority, power tactics, expectations, misunderstandings Effects – positive and negative effects Strategies – communication, group management Explanation and identification of sources of potential conflict. At least two for each area How to deal with conflict

Meetings and Briefings Guidelines for how meetings and briefings should be conducted Purpose of meetings and briefings, also differences Giving information, gathering information, problem solving, preparation for meetings Relate to case study and suggest how processes and techniques can assist Consider focus, role allocation, conflict handling, group problem solving, use of visuals and other aids / tools

Time Management Time management techniques Organisation, time wasters, managing interruptions, communication techniques Identify ways for time management improvement within the case study Clarifying roles and responsibilities Link to other topics including problem solving, stress, conflicts and behaviours

problem Solving Hard, soft or creative techniques should be identified Problem solving and decision making issues recur throughout the case study Candidates are encouraged to integrate problem solving throughout Possibly using problem solving in conjunction with team meetings (example) Possibly adopting a problem solving approach to deal with issues arising through the case Link throughout

Dealing with stress Types of stress – eustress, hypostress, distress, hyperstress Causes of stress – organisational stressors, personal stressors Strategies for managing stress – personal strategies, work based strategies Managing stress in others – recognition, methods of support, organisational responsibilities Explanation of the case study stressors, potential stressors Link with time management, communication within the team, managing conflict At least two methods of dealing with personal stress and stress in others must be covered

Case study and theory Use theory throughout Reference (Harvard style) Bibliography at the end Link theory with the case Discuss theory whilst linking with the case Check all the previous points Use more than the minimum two theories in each area Link the topics where applicable Summarise with recommendations based upon findings

The Task Analyse Jess’s role as manager of the Customer Engagement team using appropriate management and leadership theories. With reference to specific team members, analyse how assertiveness, influencing and negotiating techniques could be used and show why the techniques proposed might be effective in this situation. At least two techniques for each area must be covered. Identify potential sources of conflict (at least two sources) within her team, the effects of these conflicts and provides techniques (at least two for each conflict identified) to assist Jess in the management of these conflicts. Consider approaches to managing meetings and make suggestions that may help Jess in her management and conduct of team meetings Outline techniques that may help Jess manage her time. Identify and deal with the stress that Jess currently faces. At least two methods of dealing with personal stress and two methods of dealing with stress in others must be covered. Provide approaches that may assist Jess in managing problems and enhance her decision making skills.