Stress, Anger, Time and Conflict Management Essay

1. keep off superfluous stress.Learn how to say no. ward off people who stress you out.Take control of your environment.Avoid hot-button topics.P be big bucks your to-do lists.2. Alter the situation.Express your impressionings instead of bottling them up.Be willing to compromise.Be much assertive.Manage your clip bust.3. Accept the things you cant change.Dont hear to control the uncontrollable.Look for the upside.Sh atomic number 18 your feelings.Learn to for legislate.4. Adapt to the stressor.Reframe worrys.Look at the big picture.Adjust your standards.Focus on the positive.B. Stress Reduction Tips1. Nurture yourselfSet deviation relaxation time.Connect with early(a)s.Do something you enjoy every mean solar day. aliveness your sense of humor.2. Healthy stress fierceucersGo for a walk.Spend time in nature.Talk to a supportive friend.Sweat out tension with a good workout.Do something for someone else.Write in your journal.Take a long bath.Play with a pet. cipher in your g arden.Get a message. ringlet butterfly up with a good book.Take a yoga class.Listen to music.Watch a comedy.3. Adopt a healthful lifestyle.Exercise regularly.Eat a healthy diet.Reduce caffeine and sugar.Avoid alcohol, cig arttes, and drugs.Get enough sleep.C. Unhealthy Ways of Coping with StressSmokingSelf-medicating with alcohol or drugsUsing sleeping pills or tranquilizers to relaxOvereating or eating too littleSleeping too muchProcrastinatingWithdrawing from friends, family, and activitiesFilling up every minute of the day to neutralise facing occupationsAnger ManagementRedford Williams 12-Step Approach for Dealing with Un shaping Anger1. Maintain a Hostility Log.2. If you do, acjazzledge that you take on a problem managing anger. 3. utilization your support network.4. Use anger counselling techniques to interrupt the anger cycle. Pause.Take deep breaths.Tell yourself you can handle the situation.Stop the negative thoughts.5. Use empathy.6. Laugh at yourself.7. Relax.8. Bui ld trust.9. Listen.10. Be assertive.11. Live each day as if it is your last.12. Forgive sentence ManagementandConflict ManagementA. How to Manage Your Time1. Create a schedule or to-do list. Write down deadlines for accomplishing certain travails.2. Plan to tackle difficult projects at the times of day when you are most alert.3. Schedule time for people, including time for yourself. Create some personal time by waking up half an hour earlier or going to bed half an hour later than usual plan a weekly date with your spouse, or arrange to have lunch with friends.4. grade what you deprivation to accomplish. Paretos principle states that 80 percent of your accomplishments come from 20 percent of your effort, so think strategically Locate and isolate this valuable 20 percent, then focus your efforts on the tasks that promise the greatest rewards.A. How to set prioritiesPriority 1 Red Today/Tomorrow (Day)Priority 2 Orange 3-7 old age (Week)Priority 3 Yellow 2-3 weeks (Month)Priority 4 Later this year(Wish List)B. Be realistic when assigning priorities to your tasks.C. Start work on any red tasks first however awful, boring or f unspoiledening they are. The trick to keeping calm and balanced is simple forget about all the complex planning. spring out what truly needs to be take upe next and do it. When its get dressede, repeat the procedure.D. Start on the orange task next. Dont even think about any white-livered ones until all the reds and oranges are done. If any new tasks arrive, give them a color and put them on the list. beside dawning, gull a new list and reallocate the tasks into the colors.E. Keep track of your progress.After one week, take 15 minutes to go through and through the yellow (month) items. Cross all those that have solved themselves off the list. Do the same for thosethat you can now see were never important anyway. Youll be amazed how many an otherwise(prenominal) there are. Underline those you can remove by delegating them, using te chnology rather than your time and upkeep, or creating a routine for handling them so you can delegate or pass them to someone else. Make a red item to deal with them right away by whatever government agency is appropriate.5. Delegate as many chores as you can. Hand out projects to subordinates at work.6. Learn to say no to nonessential demands on your time. Dont offer for a committee if you dont have time, and decline invitations to events you dont have time to attend.7. Overcome procrastination.Dont procrastinate. Setting aside high-priority items just because you dont like doing them, or are boring, etc will obviously make keeping a to-do list useless. Grind through your to-do list and finish all red items first and foremost no matter how boring they are. After completing these daunting tasks, you can feel relieved. They wont hang over your capitulum and cause you stress later.8. Avoid perfectionism. Dont waste time obsessively perfecting a task when you could better spend th e time on something else.B. Time Management for New Supervisorsa. Maintain a calendar of appointments and keep it with you at all times. b. Write things down so you dont forget. Maintain a To do list and prioritize the entries. c. Set realistic deadlines for yourself. Then, promise small and deliver big. If you think your team can get a project done by noon, promise it for 200 p.m. but deliver it at noon. d. When you are on a deadline, use your voic email. Filter out all but essential telephone calls. e. Use e-mail instead of the telephone whenever possible. This will avoid the tendency people have to talk longer than is necessary to convey their information. f. With paperwork, practice the principle of DoIt Now. g. Always plan to arrive at scheduled appointments ten minutes early.It almost always takes longer to get there than you think. h. Practice gently helping people get to the point when they are talking to you. Save superfluous chatting for exorbitance time after work. i. H old impromptu and unscheduled drop-in convergeings standing up. This will convey a sense of brevity to the person who necessitates some of your time. j. When you call a meeting, specify twain a starting and an ending time. This will keep participants on track and on schedule. k. Get rid of unnecessary paper clutter. much(prenominal) than 80 percent of the paperwork filed is never used again. Ask yourself if you really need it before deciding to keep paperwork.C. TIME MANAGEMENT FOR SUPPORT PERSONNELI. What My thickening Could Do that Would protagonist Me Perform My Job More Effectively1. plow my employment priorities with me so that we both have the same understanding of how I should be distributing my time and effort over the various activities of my job. 2. Give advance warning when big jobs are coming up so I can check for them. 3. Let me accredit when you are leaving the office, where you are going, and when you will return. 4. Write messages legibly.5. Draft or outli ne memos so that multiple revisions are minimized.6. Let me know what your priorities are so I can help you with the most important items.7. Discuss my job, my job duties, and my career with me.8. Call in or send email messages while on a trip for important messages that have come in while youre away.9. Have us meet each morning to discuss projects and priorities of the day.10. Let me show you our file system so you can retrieve files yourself.11. filter to give me all parts of a big job at once rather than in bits and pieces.12. Show a little appreciation when I do a good job.13. Get your own coffee when I am swamped with work.14. Let me set up a message center where you can pick up your mail and otherthings.15. Protect me from other managers. If I cant count on you then I cant count on anyone.16. Give me a list of your appointments so I can anticipate things to do and prepare.17. Give me clear instructions and directions and precise assignments.18. Let me know about changes in y our schedule, meetings, appointments, etc.19. Please dont refer to me as just my staff or my gal or my girl.20. Provide me with some career guidance I am intriguing just as you are.21. Dont make me a clerk I want to and can do more than.22. Attend a time management for managers workshop.23. Make a passing(a) to do list and share it with me so I can anticipate how to plan my day.24. Ask for and at least study my ideas. I am not stupid and I want to contribute more.25. If multiple oldtimeres, work a priority system for the work that you all give me and let me administer your system rather than force me to make priority decisions upward for all of you.26. Give the larger projects and jobs as early in the day as possible so I have time for completion.27. Dont spend so much time on chit-chat with me. It prevents me from doing my job.28. Please dont question or challenge everything I do. I want to be responsible and have the responsibility of my job. 29. When you communicate, please be special.30. Let me know how you want callers and visitors screened. We can work a system that will benefit both of us.31. Dont have me file a lot of unnecessary papers. Lets toss out stuff that we both know we will never refer to again. 32. Give me reasonable deadlines for jobs. It really hurts to rush to meet your deadlines and then see those jobs sit on your desks for days (or weeks) untouched.33. Dont be a perfectionist. It takes too much of your time and mine.34. Set up a follow-up system so we can both stay on top of things.35. Lets try and agree on time frames for jobs and projects.36. Try to block certain times during the day for meetings rather than have them chop up the both of us continuously.37. Trust me with orphic information that I need to do my job effectively.38. When we are talking, please try to listen better.II. What I Could Do As A Support Personnel that Would Help My Boss to WorkMore Effectively1. All the things under Item I would help the boss to work more effectively.2. Let the boss know where I am at all times.3. Sort mail of boss into three groups critical, important, routine and toss out junk mail.4. Help boss to swan a daily to do list.5. Keep my own daily to do list and coordinate with list of boss.6. Remind boss of upcoming meetings, appointments, lunches, etc.7. Screen and always try to help callers and visitors so at least some of them will not interrupt the boss.8. Update my skills in the use of present technology in my job, including my time management skills.9. Answer routine correspondence or outline or draft answers for approval of boss.10. Ignore petty and superficial annoyances.11. Schedule staff visitors so boss is not chopped up all day.12. Schedule vendor visitors require an appointment and suggest certain days for batching.13. Work out a system for interrupting boss stuck with long-winded callers or visitors.14. Make up file out-card system so boss knows where all files can be located.15. Take the gap and make s uggestions such as form letters, forms, to help boss.16. Keep equipment used by boss in proper condition.17. Help boss to organize and maintain a neat work area.18. Function as a sounding board for ideas of boss.19. Keep pending and follow files to prevent procrastination and crises for boss.20. Keep boss informed through progress reports of long-term projects I am working on.21. Be sure supplies used by boss are always available.22. Help boss by making most of the arrangements for meetings held by boss.Conflict ManagementWhat is conflict?Conflict is a natural disagreement resulting from individuals or groups thatdiffer in carriages, beliefs, respects or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.Common causes of workplace conflictLimited resources (You have your needs and I have mine.)Incompatible goals (I want this and you w ant that.)Role ambiguity (Who is responsible for what?)Different values (You and I have different beliefs.)Different perspectives (You and I see things differently.)Communication problems (What do you mean?) great things to know about conflictConflict is inevitableConflict develops because we are dealing with peoples lives, jobs, children, pride, self-concept, ego and sense of mission or solve Early indicators of conflict can be recognizedThere are strategies for resolution that are available and DO work Although inevitable, conflict can be minimized, diverted and/or resolved.Beginnings of conflictPoor communicationSeeking powerDissatisfaction with management styleWeak leadershipLack of opennessChange in leadershipConflict indicatorsBody languageDisagreements, regardless of issueWithholding bad newsSurprisesStrong public statementsAiring disagreements through mediaConflicts in value systemDesire for powerIncreasing lack of respectOpen disagreementLack of candor on budget problems o r other in the altogether issuesLack of clear goalsNo discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.Conflict is destructive when itTakes attention away from other important activitiesUndermines morale or self-conceptPolarizes people and groups, reducing cooperationIncreases or sharpens differenceLeads to irresponsible and harmful behavior, such as fighting, name-callingConflict is constructive when itResults in clarification of important problems and issuesResults in solutions to problemsInvolves people in resolving issues important to themCauses authentic communicationHelps releases emotion, anxiety, and stressBuilds cooperation among people through learning more about each other joining in resolving the conflict Helps individuals develop understanding and skillsTechniques for avoiding and/or resolving subordinate-supervisor conflictMeet conflict head onSet goalsPlan for and communicate frequentlyBe honest ab out annoyingsAgree to disagree understand healthy disagreement would build better decisions Get individual ego out of management styleLet your team create people will support what they help create Discuss differences in values openlyContinually stress the importance of following policyCommunicate honestly avoid playing gotcha type games Provide more needed data and information.Develop a sound management systemCauses of subordinate-supervisor conflictTrying to be administrators overstepping authorityMaking promises as members individuallyInvolving themselves in labor relationsNot doing their homework and failing to prepare for meetings Not following procedures for handling complaintsNot keeping executive session information confidentialFailing to act on sensitive issuesFailing to be open and honest with the supervisorMaking decisions based on preconceived notionsNot accompaniment the supervisor lack of loyaltySpringing surprises at meetingsHaving hidden agendasWhy conflict reso lution skills are importantTo improve employee performanceTo maintain good guest service/satisfactionTo ensure employee safetyTo protect employee healthTo reduce absenteeism and tardinessHow conflict should be handledDetermine how important the issue is to all people confusedDetermine whether all people involved are willing and able to discuss the issue in a positive manner Select a private place where the issue can be discussed confidentially by everyone involved Make sure that both sides understand they are responsible for both the problem and the solution Solicit opening comments from both sides. Let them express their business organisations, feelings, ideas, and thoughts, but in a non-accusatory manner Guide participants toward a clear and specific definition of the problem Encourage participants to propose solutions while you listen carefully. Examine the problem from a variety of different perspectives and discuss any and all solutions proposed. appreciate the costs versus the gains (cost-benefit analysis) of all proposed solutions and discuss them openly. Choose the best solution. Reflect on the issue and discuss the conflict resolution parade. Encourage participants to express their opinions as to how the process might be improved.Listening improvement checklist to help resolve conflictRemove all distractionsPut the speaker at easeLook today at the speakerConcentrate on what is being saidWatch for nonverbal cuesTake note of the speakers toneBe diligent and waitAsk clarifying questionsParaphrase and repeatNo matter what is said, control your emotionsHow and when conflict should be stimulated squad members always agree with you and distinguish you only what you want to hear.Team members are afraid to admit they need help or that theyve made mistakes. Team members focus more on compass agreement that on arriving at the best decision. Team members focus more on getting along with others than on accomplishing objectives. Team members place more ac cent mark on being popular than on high job performance and competitiveness. Team members are highly resistant to change.The turnover rate is usually low.Team members avoid proposing new ideas.Communication in conflict situationsCommunicate the following messages when handling conflicts or potential conflictsThis situation is an opportunity to solve a problem cooperatively. There are guidelines we will follow in handling this situation and these guidelines are We will not engage in blaming and finger pointing.If the horse you are riding dies, get off and find another one. We will not cling to old ideas that are no longer valid. If you say you will do something, do it. Trust prevents conflict.Conflict Management StrategiesWhen it is usedOutcomesDrawbacksCollaboration results from a high concern for the groups own interests, matched with a high concern for the interest of other partners. Best strategy when societys interest is at stakeBest approach for managing conflict when its aime d at stint consensus survive/winHelps build commitment and reduce bad feelingsTakes time and energySome partners may take advantage of the others trust and opennessGuidelines for comer Consensus through CollaborationAvoid arguing over individual ranking or position. Present a position as logically as possible. Avoid win- digest statements. Discard the notion that someone must win. Avoid changing of minds only in order to avoid conflict and to achieve harmony. Avoid majority voting, averaging, bargaining, or coin flipping. These do not lead to consensus. Treat differences of opinion as indicative of incomplete sharing of relevant information, keep asking questions. Keep the attitude that holding different views is both natural and healthy to a group. View initial agreement as suspect. Explore the reasons underlying apparent agreement and make sure that members have willingly agreed.Compromise results from a high concern for the groups own interest with a moderate concern for the interests of other partners. Generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist. Win some/lose somePartners can lose sight of important values and long-term objectives. Can distract the partners from the merits of an issue and create a cynical climate.When it is usedOutcomesDrawbacksCompetition results from a high concern for the groups own interests with less concern for others. Generally used when basic rights are at stake or set a precedent. Win/loseIncludes most attempts at bargainingCan cause conflict to escalate and losers may try to retaliate. Accommodation results from a concern for the groups own interests combined with a high concern for the interest of other partners Generally used when the issue is more important to others than to you. Appropriate when you recognize thatyou are wrong.Lose/winGoodwill gestureYour own ideas and concerns dont get attentionOne may lose credibility and future influence. evasion results from a concern for the groups own interests coupled with a low concern for the interest of others. Generally used when the issue is trivial or other issues are more pressing. Used when confrontation has a high potential for damage or more information is needed. Lose/lose all important(p) decisions may be made by default.