SQA assessment coversheet – submission

Please attach these pages to the front of your assessment.

Course title Behavioural Skills for Business

Unit number UMOF84L35

Unit title Behavioural Skills for Business

Learning outcome number Assessment task 1

Lecturer name Faith Fitzgerald

Student Name Nicoleta Sudev Student ID 19015900

Word count 5536

Date submitted 09/01/2020

Checklist 
My answer explicitly addresses the assessment task 
I have spell checked and proof read my submission 
File saved as a Word (.doc) or rich text file (.rtf) with the filename including your student 
number and the assessment number eg ‘01001234_assessment 1’

I have completed all required sections of the coversheet (see next page) 
Word count is within allowance (where applicable) 

The items below will not apply to all SQA assessments, ignore if not applicable: 
Citations in the text use the Harvard referencing system 
A bibliography is provided as per UHI Referencing Guide 
All cited sources are listed alphabetically and in full in the bibliography 

The University of the Highlands and Islands recognised that malpractice, where deliberately engaged in,
is unacceptable as is considered a serious academic offence. Examples of the way in which malpractice
can occur include:
  Collusion with others when an assessment must be completed by individual candidates.

 Copying from another candidate (including using ICT to do so) and/or working collaboratively
with other candidates on an individual task.

 Frivolous content — producing content that is unrelated to the assessment.

 Offensive content — content in assessment materials that includes vulgarity and swearing that
is outwith the context of the assessment, or any material that is discriminatory in nature.

 Plagiarism — failure to acknowledge sources properly and/or the submission of another

person’s work as if it were the candidate’s own.

 Breaching the security of assessment materials in a way which threatens the integrity of any
exam or assessment.

A full copy of the university’s Malpractice Policy and Procedure can be found here:
https://myuhi.sharepoint.com/Policies/Forms/Public%20view.aspx

Students are responsible for ensuring the work they submit is their own and complies with the ASQR
and Malpractice Policy. If you have any queries you should contact your unit lecturer or Personal
Academic Tutor (PAT) before submitting your assessment.
Please note that any case of suspected malpractice will be investigated according to current UHI
Academic Standards and Quality Regulations (ASQR).

In submitting this work, I confirm that I have read and understood UHI ASQR and 
malpractice policy and am aware of the possible penalties.

Originality checker (to be completed if Turnitin is used – if submitting via Blackboard 

it is likely Turnitin will be used)
I confirm that I received information about the use of Turnitin and was directed to 
Turnitin training
I understand that this assignment will be submitted to Turnitin for originality 
checking

Reflecting on previous feedback/feedforward

If you have received feedforward from coursework or an assignment for this unit, state
the next steps
You can either cut and paste these from previous assignment / coursework feedback, or
pick some elements that you have decided you would like to work on
 If you have received feedforward from coursework or an assignment for this unit, state
what you have done to address the next steps

Notes for Candidates:

• This is an open-book assessment, so you may refer to any textbooks, hand-

outs or any other reference material.

• You must include a bibliography containing all resources used in the

completion of this work.

• Where you are making direct reference to the work of an author you must
either quote or cite as appropriate.

• There is no time limit as to how long you spend on completing the

assessment, but it must be submitted by the due hand in date.

• The assessment does not have to be completed under supervision.

• Please complete the Student Assessment Submission Form and submit

through the appropriate assessment 1 link on Turnitin.

SECTION 1: Introduction
1.1. Background to study/topic
 Balance Banking PLC is a firm in the financial sector, which underwent a major
restructuring program, recently. Which resulted some changes to departments, teams throughout
the organization, including changed at management level. In addition, there is a low motivation
among staff, because a large number of staff were moved around and are now in new teams with
new managers. So, there is a stressed and demotivated atmosphere within the company and now
the organization has to regain confidence of its stakeholders, internal and external customers.
This report has been written to highlight the way how a manager can influence his team
and how to motivate them to do their work efficient, by using assertiveness, influencing and
negotiating techniques. Also, it was need to outline techniques that can help a manager to
manage her time, personal stress and methods of dealing with stress in others. In addition, it was
required to underline and suggest how a manager has to conduct team meetings and to enhance
her decision making skills.

1.2. Aims and Objectives

AIM
 To analyze the behavior of a successful manager and the techniques for efficient
motivation of his team.
OBJECTIVES
 To analyze Jess’s role as manager of the customer engagement;
 To analyze how assertiveness, influencing and negotiating techniques could be used in
order to motivate the team;
 To identify potential sources of conflict, effects of conflicts and techniques to resolve
them;
 To outline approaches to managing meetings and show how to conduct team meetings;
 To outline techniques to deal time efficient;
 To identify and show how to deal with stress;
 To provide approaches that may assist Jess to enhance her decision making skills.

SECTION 2: Findings
2.1. Jess’s role as manager of the customer engagement
 Jess is a new manager in Balance Banking PLC company. She is a young manager that has
new ideas and objectives that aren’t accepted by all members of her team, which means there are
some misunderstandings among Jess and her 16 staff members.
Firstly, her and her team has to follow some strategic objectives of the organization and to
work as a team in order to achieve the goals. But, there are some members of the team that aren’t
performing very well and are very demotivated. For Jess to be able to achieve all goals and
objectives, she must to use different ways of managing her team and adapt to every member of
the team.
According to Henri Fayol, Jess as a manager has 5 activities: planning, organizing,
commanding, coordinating, control. So, Jess has to plan and develop strategic objectives within
her team, in order to ensure the achievement of future goals of entire firm. Also, she has to
implement a strategy to organize the workforce in an efficient manner and align the activities of
the organization, by training and educating in a right way people. Jess has to supervise
subordinates in their daily work and inspire them to achieve company goals. Her commanding
should always be consistent with company policies and she has to treat them in line with the
standard of the company. She must harmonize the procedures and activities, which means that
every staff member should complement and enrich the work of another. Jess has to observe if
there are some deviations from plans and correct potential deviations. Jess is trying so hard to
fulfill all those 5 activities, but she can’t perform all these activities, because her ideas were
thwarted and her drive wasn’t interpreted in a right way, that’s why in a stressful atmosphere she
isn’t able to perform her functions in a right way.
According to Mintzberg, Jess has to perform managerial activities that include:
interpersonal roles, information processing roles and decision roles. Jess has to serve as an
exemplary role model for her team and create and motivate staff by creating a positive work
environment. Unfortunately, Jess can’t motivate enough her staff, because there are a lot of
people that don’t accept new operational system. Jess is good at gathering all internal and
external information that is relevant to the organization and her team. She is a good disseminator,
because she transmits factual information to her subordinates and to other people within the
organization, like HR department. Also, Jess is a good entrepreneur, as she initiates changes and
strategies and she responds fast to operational breakdowns, and ensures that all activities can be
well-executed within the organization. Jess is a bad negotiator, as she doesn’t have good
relations with a part of her team.

2.2. Assertiveness, influencing and negotiation techniques used

Being assertive means being able to stand up for your own or other people's rights in a
calm and positive way, without being either aggressive, or passively accepting 'wrong'.
One of the assertiveness techniques that can be used be Jess is fogging. When she is talking
with Russel and he shows his indifference and demotivation, she can use The Stuck Record
Technique, which means that she has to repeat with calm that he is an employee and has to work
efficient in order to achieve all goals and contribute to the continuous growth of the company.
Continually repeating a request will ensure the discussion does not become side-tracked and
involved in irrelevant argument. The key is to stay calm, be very clear in what you want, stick to
the point, don’t give up and accept a compromise only if you are happy with the outcome.
Another technique used by Jess can be Fogging, when talking with Andre and when she
feels that his joking undermines her position, by giving a minimal and calm response to that.
Fogging involves agreeing with any truth that may be contained within statements, even if
critical. By not responding in the expected way, in other words by being defensive or
argumentative, the other person will cease confrontation as the desired effect is not being
achieved.
Negotiation is a method by which people settle differences. It is a process by which
compromise or agreement is reached while avoiding argument and dispute. In any disagreement,
individuals understandably aim to achieve the best possible outcome for their position.
One of the negotiation techniques that Jess must use is Bargaining. It would be a great idea
to negotiate with Carol about her abrasive style which tends to rub people in the wrong way. So,
Jess could offer to Carol some bonuses or facilities, in exchange of her ability to treat people in a
right way and not being abrasive. It’s the oil that greases any adversarial business relationship
but works least well with people on your own team. If it ever works out where someone feels
they got the short end of the stick, it can breed resentment.
Also, another technique that can be used is Interpersonal Awareness, when talking about
Richard’s frustration with the lack of any fulltime opportunities in the organization. Interpersonal
awareness is the ability to project a true understanding and acceptance of others through
awareness of verbal and nonverbal communication and a deep knowledge of your own thoughts
and emotions. Jess has to make him to feel valued and make him sure that he is an important
employee within the company and ensure him that when the opportunity appears, he will get the
post at fulltime position.
Influencing skills require a business person to take others' perspectives into account. It
involves getting people to change their minds about a topic and to act in a certain way by
acknowledging their opinions. Influencing people is about getting something done instead of
complaining that it is a certain way.
Jess can use Take-it-or-leave-it influencing technique with Elspeth. The problem is that
Elspeth has poor organization skills, fails to meet deadlines and often has to put in extra hours to
cope. Jess may influence her, by proposing her a good training, in order to increase her
qualification and increase her organization skills. So, the employee has just 2 option, to increase
her skills and time management or to get fired.
Also, Jess could influence Abda, using Extreme demands followed up by small, slow
concessions technique, to make her perform tasks in the way how Jess suggests her to do, not
Jack. Jess has to be patient and calm, has clear sense of her goals and to make Abda see that Jess
proposes the best alternatives and methods in order to achieve goals and work efficient. So, in
this way she will go in small steps toward changes.

2.3. Sources of conflict, the effects of conflicts and techniques to manage them
Personality conflicts make work rough. When you’re not in the office, you get to choose
who you hang out with, but during the work day, the cast of characters is chosen for you. If an
organization is looking to hire people that fit with the company culture, then chances are good
you’ll get along with most of them! However, it’s likely that there will be at least one coworker
that you don’t get along with 100 percent.
Organizational sources of conflict are those events or factors that cause goals to differ.
Personality conflicts, irritating as they may be, don’t actually qualify as an organizational source
of conflict. They may be the most aggravating part of your day and, certainly, they’re something
organizations need to watch for if it interferes with daily work, but these organizational sources
produce much bigger problems.
Sources of conflict within Jess team are: Specializations and Authority Relationships.
 Specialization - employees tend to become either experts at a particular job task or to
obtain a general knowledge of many tasks. When the majority of employees in an organization
are specialists, effects of stress that may appear are conflicts, because workers have little
knowledge of one another's job responsibilities.
Authority Relationships - often, there is underlying tension between managers and
employees. This is because most people do not like being told what to do. So the effects are that
managers who are overly strict are frequently in conflict with their employees – hence, the
growing popularity of team approaches and empowerment strategies.
In order to manage conflicts at work place, Jess has to try to eliminate all the sources of
conflicts. So, in order to avoid conflicts that are there because of specialization, she has to use
‘’collaborate with the other party’’ strategy, which means she has to prove to Jack and Russell
that she is a high qualified staff and deserves a chance to prove that her methods and enthusiasm
will bring the company to a new level. Inviting the other party to collaborate offers her an olive
branch, showing that she is open to their needs, is willing to listen. And let us not forget that they
may actually deliver some actionable insight on how to best communicate with them, and overall
approach team conflict resolution. Also, she has to ‘’forget about winning or being right’’. This
strategy marks that the only victory when it comes to dealing with conflict at work is a mutual
one, that results in de-escalation, new common ground, and resolved conflict. Viewing the team
on the other side of a conflict as your opponent will doom both parties to remain adversaries, and
undermines the following conflict resolution techniques that increase the possibility of a
mutually beneficial outcome.
For avoiding conflicts that are there because of authority relationship, Jess has to use
‘’don’t look for a person to blame’’ and ‘’keep your conversational goal-oriented’’ strategies.
Jess has to focus on the process instead of chewing someone out helps prevent mistakes in
future, and can leave your team confident that you have their back when things go awry. So, she
doesn’t have to demonstrate and try to show to everyone that she is the new team manager, she
has to focus on the work of her team and implement the best ways in order to achieve goals.
Also, no matter what misunderstandings and situation that might arise, she has to be more open
to discussion and goals focused. For example, “I want to find more collaborate ways for our
teams to flag issues early in the process,” or “I want to take a look at our process so we can catch
this next time,” or the more empathetic “I want to know what I can do better next time” all
establish a two-way street. This is essential when dealing with conflict in the workplace.

2.4. Meetings management

Meetings, in essence, are meant to boost productivity and efficiency. When everyone is on
the same page and aware of what should be done, even the most challenging tasks can be
completed.
In order, to increase the efficiency of managing meeting within company and team, Jess
should try to:
1. Have a Clear Objective
Is the meeting needed to generate new ideas, to gather information, or to make decisions? Or
perhaps it is a combination of the above?
If you’re unsure what you’re trying to accomplish, you can be sure it won’t happen. The number
one factor for a successful meeting is having a clear goal and a concrete agenda.
Start with the goal, and you’ll finish with success.
2. Meet Outside the Office
When tired faces, low energy, and lack of ideas start to appear at meetings, it’s a sign that it’s
time to take the meeting outside. An off-site session is perfect for avoiding meeting fatigue.
Take your staff to the nearby cafe, to the park or even a bar. Sometimes a change of scenery is all
that’s needed for bringing energy and good ideas back to the table.
After the meeting, follow up on your team if they enjoyed the change of pace and found it
constructive. If not, try something else – it’s never a complete waste of time!
3. Be Prepared
The key to successful meeting management is in the preparation. Before the meeting starts,
provide all participants with an agenda.
The agenda should include:
- a list of topics to be covered - the time and location of the meeting
- a brief description of the meeting’s - any background information
objectives participants need to know about the
- a list of people attending the meeting subject
- who will address each planned topic
What’s the most important thing you should do with your agenda? Follow it closely!
4. Don’t Be Late
Late arrivals can eat up 5 to 10 minutes of the meeting, or in most cases – make the meeting 10
minutes longer. Waiting up for people who are habitually late is unfair to those who show up on
time.
The solution? Don’t wait for them. Starting the meeting the minute it’s scheduled to begin sends
a clear message to the latecomers, and develops a reputation for promptness.
5. Stand up
Stand-up meetings have become popular team rituals. Employees become more engaged, more
collaborative and less territorial when they participate in a project that involves standing.
Nothing conveys urgency like being on your feet during a meeting.
6. Don’t Lose Focus
The hardest task to accomplish leading a group of people is to get them to focus. Whether it’s the
organizer or any of the participants, someone should always take the responsibility of guiding the
meeting back to the assigned topics and bringing back the focus.
Scope creep refers to constant uncontrollable changes in a meeting’s scope. This can occur when
the outcome of a project is not properly defined, documented, or controlled – and is considered
harmful for the success of a project.
When a meeting has a clear focus, it’s much easier to set concrete action steps and follow up. If
you got to the end of the meeting without having actionable next steps, the meeting should be
considered a wasted time.
7. Stop Multitasking
Multitasking is a testament to our modern, connected life. But it is taking its toll. A study shows
it makes us less effective, increases stress, and costs the global economy an estimated $450
billion every year. How to prevent participants from multitasking at meetings?
- Assign roles for the meeting. Who will facilitate? Who will take minutes? Who will take
notes? When each person is assigned a job, meetings are more focused and productive.
- Provide a timed agenda. Everyone’s time is valuable, so each person needs to focus on
the assigned topics and problems. The timed agenda can also discourage sidebar
conversations, or working on problems that the group isn’t prepared to address.
 - Have a phone/computer parking lot. And encourage people to use it. It is estimated that
employees who use smartphones and computers are distracted on average after every 10
minutes. Unless the computer is absolutely necessary for the meeting, turn it off.
8. Keep Your Meetings Short
It’s very likely that 30 minutes into the meeting, your team’s attention is not a sharp as at the
beginning. It’s not that they are bored or easily distracted – it’s the simple fact that there is a lot
of information to process. The longer the meeting, the more effort it will take to keep up the
energy and discussion.
Having short meetings is an essential component to improving your team’s efficiency. An
agenda tends to expand to whatever time limit is set for a particular meeting, so feel free to give
your meetings a “hard stop” whenever it feels right.
9. Don’t Forget the Q&A
The Q&A session is often pushed to the end of a meeting, leaving just a couple of minutes for it.
However, this segment is just as important as the rest of the meeting. When a concrete action
plan is set up at the meeting, but follow-up questions are left unanswered, the result can spell
disaster. It is ineffective the least.
To ensure more meaningful engagement, consider extending Q&A session to match the length of
the meeting. You might even consider switching up the overall format, with a short meeting intro
followed by a longer Q&A. Depending on the meeting type, this could create a virtuous cycle,
and help with building an enthusiastic team.
10. Follow Up
The art of follow up is a vital professional habit, and it also matters in the context of meetings.
It’s quite common for people to come away from the same meeting with very different
interpretations of what went on. Document the responsibilities given, tasks delegated, and any
assigned deadlines, and send out the meeting notes on the day of the meeting. That way,
everyone will be on the same page.
For very important matters, make a note on a shared team calendar or task management software,
to continue following up until you reach a resolution.
 2.5. Time management
“Time management” is the way we decide to utilize our time in order to maximize
our productivity in achieving certain long-term goals.
In order to manage her time efficient, Jess has to learn what to do first, schedule,
delegate and don’t do.
1. Know How to Properly Plan out Goals
Learning how to properly plan out your team’s goals is key. As for goals, you should set daily,
weekly, monthly, and even yearly goals that can be broken down into manageable assignments.
2. Good Communication Will Make a World of Difference
Good communication can make or break any relationship — personal or business – and when a
manager is struggling with their time management, communication often suffers. However, if a
manager takes the time to listen and clearly communicate with their team and clients, it can make
all the difference in a business’ success.
Be sure to communicate regularly with your team members to ensure that they’re working
towards milestones that have been clearly laid out. A manager that clearly and regularly
communicates with customers is also more likely to grow their business. Be sure to make the
most of your time with thoughtful communication.
3. Good Organization Is Key
Strong organization involving both delegated duties and your actual workspace are crucial to
effective time management for managers. If your team is disorganized and people are unclear of
what assignments are on their plate or who they should turn to for help, any set goals will suffer.
Good communication and good organization go hand-in-hand when it comes to making the most
of one’s time.
4. Effective Delegation Is Everything
Effective delegation will help to set up your team members to work confidently and effectively.
As a manager, it’s your responsibility to assess who on your staff is best-suited for what task and
to assign the responsibilities that go with it. Failure to take the lead and delegate duties will only
waste both the time of you and your team members.
By carefully delegating different duties and ensuring your staff have everything they need to
complete those duties, team members will be less needy of you when it comes to getting the job
done.
 5. Schedule the Proper Tasks at the Proper Time
Make sure you learn to prioritize the most important tasks of each day, how long you’ll need to
complete them and when they should be addressed.
6. Learn to Recognize Multitasking Traps
Everyone has multiple things they need to do, but when we try juggling all those things at once,
some are bound to hit the floor. It’s far too easy to start working on one assignment and then
jump into your email because you got a ping on your phone. This is terrible for breaking your
concentration and just forces your brain to play catchup.
Instead, set aside specific time blocks in the day to check and reply to emails. By focusing on
one task at a time, you’ll finish the job sooner and give it your brain’s full attention.
7. Learn to Prioritize Not Only Your Time, but Help Employees Prioritize Theirs
You can help your team make the most of their time (and yours) by occasionally doing a time
audit. Set aside one day where you have your staff track what they do and how long they spend
doing it.
Make sure you’re clear that this exercise is meant to help employees in the long-run and is not a
way of weeding out poor workers. Hopefully, with enough data, you and your team will be able
to better determine what’s working and how to avoid any work lags or interruptions.
8. Know What to Do When Your Plate Is Getting Too Full
A little pressure and a deadline can be a powerful motivator when it comes to hunkering down
and getting things done. If you find that your list of “must-do” jobs is getting a little too long, it
could be an indicator of two things: one possibility is that you’re not managing your time as
effectively as you could be. If that’s the case, go back to the top and review.
Even the best manager though has their limits and there are only so many minutes in a day. A
good manager doesn’t try to do every task that comes their way themselves. They know how to
best use their staff to help ensure that goals are met and they know when their workload is at
capacity.
9. Understand the 80/20 Rule
According to the 80/20 rule, 80 percent of results come from just 20 percent of actions. The other
20 percent of results come from 80 percent of actions.
As for how this all factors into the time management of an effective manager, well, the must-be-
done, no excuses priorities might only be 20 percent of your job, but they’ll produce the biggest
results. The remaining 80 percent of duties can probably be delegated out among the staff on
your team.
10. Don’t Be Afraid to Take a Break When Needed
Scheduling downtime for yourself is important. So encourage your employees to take breaks and
don’t forget to take them yourself. A few breaks throughout the work day can go a long way in
putting you in the right mindset for making the most of your time.

2.6. Stress management

Learning to effectively manage stressful people is no easy feat. Too many people
suffer from co-workers who make their jobs harder who at best may be unaware of their
negative impact. Of the many negative feelings that can arise from dealing with difficult
people, most will eventually boil down to emotional stress. Stress has been the subject of
many a study in research dedicated to health and wellness and it has been shown to have
a lasting impact on your mental state and physical health.
So, in order to deal with personal stress Jess has to control her reactions, because a person
who doesn't care has tremendous power. If someone upsets you because of how they act, what
they say, or what they believe, ask yourself "Why do I care?" You can't change or control people,
but you can control how you react to them. By taking the power of your response and reaction
into your hands you not only provide a protective barrier, but you may just take the power away
from them. Also, as a Customer Engagement Manager, Jess has to know what she needs and her
goals. When meeting with a stressful person, know beforehand what you need from the meeting.
What are your goals? Keep those objectives in mind as the conversation ebbs and flows. Bring
the talk back to your goals. If you can get your goals met, you have learned how to deal with this
person.
In order to deal with stress in others, Jess has to show her compassion to a stressed
team member and focus on those you are most engaged with and those with whom you
can make a difference in their life, your team. Also, show solidarity, by being there for
them and helping them when they need it. You might not be able to fix the stress of
others, but you can help them feel a little happier.
 2.7. Problems management and decision making skills
In order to manage problems at her place of work and with her coworkers, Jess has
to ensure that all messages are written or spoken using very specific words and phrases
that have only one possible meaning. That means all messages should be expressed in
tightly defined, specific, numerical and non-ambiguous terms. All goals are clearly
defined; if possible with specific numerical targets and objective measurements of
performance.
In addition, she has to maintain a constant change, because every day, permanent
changed are taking place, the market changed, the political economy, society and
people’s moods change like the weather. What should not change is the goal. Your goals
should be stable over time. The biggest error managers make is to keep changing the
goal. Change the plan by all means. Change the plan every day, but keep goal stable and
you only have to aid you in the pursuit of your purpose and skip less important things.
Many people don't do what you want them to do because of failures in the
preceding steps. So, the staff don't really know what is expected, nor do they know the
hierarchy of importance. So, they come to work and do whatever springs-up in front of
them. Most people are not difficult to work with, provided they know:
- What the goal is.
- Why the goal will be a benefit to them, if it were achieved.
- The plan by which the goal and the associated benefits, will be achieved.
- Their place in the plan (how their role fits into the big picture.)
- What is the top priority actions to be done today?
Let us operate under the assumption that the clear majority of workers are good workers;
provided they are in a context that tends to foster good work. The context is the list above.
For ensure and improve decision making skills, Jess has to:
 Start with the desired outcome
Your desired goal could be about unifying the whole team to achieve common goals. When you
know where you want to go, you align your efforts to getting there and it helps to minimize
distractions. Discuss with your team and document what project success will entail. That way
every decision along the way can be made in service of that goal.
  Make evidence-based decisions
The aim of evidence-based management is to use scientific evidence when making decisions,
rather than simply trusting one's instincts. Like most people, you probably tend to use your
judgement and to base your decisions on what is familiar. But experiences that you have had at
other companies or in different circumstances may not apply to the situation at hand.
There are some steps you can take to incorporate evidence into your decision making.
- Use performance data to support your decisions. Get the most current and complete data
possible.
- Challenge your gut feelings. Is there any objective evidence to support them?
- When a course of action is suggested, find out what it's based on and whether it's supported
by data.
- Determine whether commonly used business strategies have worked in a situation like
yours. Will they apply to your particular case?
- Check that the business data you come across are current and objective.
 Get an outside perspective, but trust yourself
Make it a habit to ask others for information and opinions. Be open-minded. Get a wide range
of views, so you can see an issue from as many perspectives as possible.
Find ways to encourage information sharing in your company. Be open to plain talk and foster
an atmosphere where people can be direct, even when the truth is unpleasant. Using
performance evaluations is one way to encourage these values.
If you want to consult others about a problem, be sure to consider it carefully from as many
angles as possible before talking to them. That way, you will avoid being limited by their
interpretations and ideas. Frame the problem in as many ways as you can, and then seek out
others to see whether they can add to your understanding of the issue.
 Let go of past mistakes
Making sound decisions means taking into account the evidence that is available at the time.
Sometimes the context changes and that decision is no longer valid. Recognize that you made
the best decision possible under the circumstances, and then review the situation to see whether a
different decision is now called for.
In your company, take time to recognize employees who make good decisions based on sound
evidence. Don't focus exclusively on outcomes, as that approach can encourage employees to
perpetuate mistakes by continuing to try to fix them.
SECTION 3: Conclusions
Jess is a young manager that has a team with different people, with different
temperaments and she has the task to ensure a good communication with everyone in
order to share responsibilities, to collaborate efficient with employee on project and to
achieve goals. The goal of properly functioning as a single unit instead of several
individuals with different work partners is a necessity. Also, all employees have to adapt
to the new rules and the culture that is set by Jess within the group.
Jess and her employees have to be able to confront the tension between themselves
and to resolve whatever disagreement is. This skill is hard to develop for both,
managerial part and employees, but this is essential at work place, for not to damage
relationships and the productivity. So, this is why it is important to develop a continuous
feedback system. This is how employees can find out anonym opinion about each other,
and this is how Jess can find out opinion on things that can be done to improve the
culture or workplace environment.
Jess has to encourage employees to focus and give effort during work time, by
creating a balanced work environment, with whole team to be involved and that each one
to have a well clarified task, necessary resources, a deadline and penalties if deadlines
aren’t met or work isn’t done efficient. Also, there can be implemented a flexible work
schedule, if some of employees need this.
Jess has to separate her work in segment to see certain assignment and tasks as
more immediate. She has to learn to delegate the work to her team and to show a good
example to her team about how to use organization and execution skills of their work to
complete task efficient and on time. So, by focusing on the most difficult task first this in
the workday, is a great way for her and her employees to develop time-management
techniques to improve performance of whole team.
Moreover, Jess and her employees have to learn how to confront the problems the
stress is originating from and actively work to resolve is. In addition, reminders for
breaks can be supplemented by discussions about topics unrelated to work. From friendly
chatter to meaningful talks about life, being involved and involving others builds
substantial relationships in the workplace and strengthens everyone towards further
adversity.
In addition, Jess have to keep her patience and self-improvement, to help her and
her employees to see the long-term benefits of new rules and changes after privatization,
by being available to help them through training, completing projects, developing skills,
and reaching milestones that will be an important motivator to keep employees engaged
with company.
 Bibliography:
1. 10 Hard-Bargaining Tactics to Watch Out for in a Negotiation (2019). Available from <
https://www.pon.harvard.edu/daily/batna/10-hardball-tactics-in-negotiation/>
2. 12 Effective Time Management Skills for Managers (2019). Available from <
https://www.lifehack.org/844532/time-management-skills-for-managers>
3. 12 Proven Tips for Effective Meeting Management. Available from <
https://www.scoro.com/blog/tips-for-effective-meeting-management/>
4. 9 Strategies for Influencing Others (2012). Available from <
https://scottfenstermaker.com/9-strategies-for-influencing-others/>
5. Assertiveness - Tips & Techniques. Available from <
https://www.skillsyouneed.com/ps/assertiveness-techniques.html>
6. Dealing With the Stress of Others (2012). Available from <
https://www.psychologytoday.com/us/blog/do-the-right-thing/201206/dealing-the-stress-
others>
7. How to Manage Stressful People in Your Life (2019). Available from <
https://www.verywellmind.com/how-to-manage-stressful-people-2223890>
8. Resolve Conflicts In The Workplace With These 12 Techniques (2018) Available from <
https://thedigitalprojectmanager.com/12-conflict-resolution-techniques-workplace/>
9. Solutions to Common Management Problems. Available from <
https://corporatecoachgroup.com/blog/solutions-to-common-management-problems>
10. Sources of Organizational Conflict. Available from <
https://www.myeducator.com/reader/web/885/chapter7/lu9pq/>
11. Top 7 Behavioral Skills to Develop Within your Employees (2017). Available from <
https://talkingtalent.prosky.co/articles/behavioral-skills-employers-should-develop-within-their-
employees>
12. Top 7 decision-making tips for managers. Available from <
https://www.bdc.ca/en/articles-tools/entrepreneurial-skills/be-effective-leader/pages/7-
decision-making-tips-managers.aspx>