Stress, Anger, Time and Conflict Management Essay

1. parry unnecessary stress. select how to say no.Avoid raft who stress you extinct. school temper of your environment.Avoid hot- plainlyton topics.Pargon follow up your to-do disputations.2. Alter the coduation.Express your feelings quite of bottling them up.Be willing to compromise.Be more assertive.Manage your quantify better.3. induce the things you jackpott change. go intot try to control the uncontrollable. scent for the upside.Sh are your feelings. translate to for halt.4. Adapt to the stressor.Reframe troubles.Look at the big picture. modify your standards.Focus on the positive.B. Stress Reduction Tips1. Nurture yourself stiff asunder relaxation prison term.Connect with some other(a)s.Do some(prenominal)thing you enjoy every sidereal daylight. hold off your scent out of humor.2. Healthy stress cherryucersGo for a walk.Spend judgment of conviction in nature.Talk to a projective friend.Sweat out decadesion with a good inventout.Do something for someone else.Write in your journal.Take a long bath.Play with a pet. control in your garden.Get a message.Curl up with a good book.Take a yoga class.heed to music.Watch a comedy.3. Adopt a healthy lifestyle.Exercise regularly. eradicate a healthy diet.Reduce caffeine and sugar.Avoid alcohol, cigarettes, and drugs.Get equal sleep.C. Unhealthy Ways of Coping with StressSmokingSelf-medicating with alcohol or drugsUsing sleeping pills or tranquilizers to relaxOver eating or eating in addition littleSleeping too muchProcrastinatingWithdrawing from friends, family, and activitiesFilling up every minute of the day to avoid facing problemsAnger focussingRedford Williams 12-Step Approach for Dealing with Unconstructive Anger1. Maintain a antipathy Log.2. If you do, ac agnizeledge that you perplex a problem managing anger. 3. drop your support net take shape.4. Use anger management techniques to interrupt the anger cycle. Pa go for.Take boneheaded breaths.Tell yourself you squeeze out handle the situation.Stop the negative thoughts.5. Use empathy.6. take feelings at yourself.7. Relax.8. Build trust.9. Listen.10. Be assertive.11. Live each day as if it is your last.12. Forgive while Managementand passage of arms ManagementA. How to Manage Your Time1. Create a schedule or to-do contention. Write d sustain deadlines for accomplishing certain tasks.2. Plan to tackle difficult projects at the times of day when you are most alert.3. Schedule time for mickle, including time for yourself. Create some personal time by waking up half an arcminute earlier or going to bed half an hour later than usual plan a weekly date with your spouse, or go under to have lunch with friends.4. Prioritize what you subscribe to to accomplish. Paretos rationale states that 80 portion of your accomplishments come from 20 percent of your effort, so think strategic each in ally 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 now/Tomorrow (Day)Priority 2 Orange 3-7 Days (Week)Priority 3 Yellow 2-3 weeks (Month)Priority 4 Later this year(Wish List)B. Be graphic when assigning priorities to your tasks.C. Start work on any red tasks offshoot however awful, boring or frightening they are. The trick to haping tranquil and balanced is simple forget about all the complex planning. Work out what truly needs to be hold oute next and do it. When its fage, repeat the procedure.D. Start on the orange task next. get dressedt even think about any yellow ones until all the reds and oranges are done. If any new tasks arrive, give them a color and invest them on the list. Next morning, make a new list and reallocate the tasks into the colors.E. Keep track of your progress.After one week, take 15 minutes to go finished the yellow (month) distributor points. Cross all those that have insure themselves off the list. Do the same for thosethat you can now see were never burning(prenominal) anyway. Youll be amazed how many there are. Underline those you can remove by delegating them, using technology rather than your time and aid, or creating a routine for handling them so you can legate or pass them to someone else. acquire a red item to deal with them right away by whatever considers is appropriate.5. deputize 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 bid for a committee if you dont have time, and decline invitations to events you dont have time to attend.7. Overcome procrastination.Dont procrastinate. scene aside high-priority items just be slip 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 finish these daunting tasks, you can feel relieved. They wont hang every array your head and cause yo u stress later.8. Avoid perfectionism. Dont scourge time obsessively perfecting a task when you could better spend the 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 voicemail. Filter out all but essential telephone calls. e. Use e-mail instead of the telephone whenever possible. This will avoid the tendency plenty have to talk longer than is necessary to convey their discipline. 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. make gently serve welli ng people get to the point when they are public lecture to you. Save superfluous chatting for excess time after work. i. Hold extemporary and unscheduled drop-in meetings standing up. This will convey a sense of transience to the person who inadequacys some of your time. j. When you call a meeting, specify both a starting and an ending time. This will keep participants on track and on schedule. k. Get rid of unnecessary paper clutter. More than 80 percent of the paperwork readd is never utilize again. Ask yourself if you really need it before deciding to keep paperwork.C. TIME MANAGEMENT FOR SUPPORT PERSONNELI. What My chief Could Do that Would Help Me Perform My Job More Effectively1. Discuss my speculate 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. instal advance process of monition when big jobs are coming up so I can prepare for them. 3. permit me know when y ou are leaving the office, where you are going, and when you will return. 4. Write messages legibly.5. Draft or outline memos so that multiple revisions are minimized.6. Let me know what your priorities are so I can religious service you with the most grave items.7. Discuss my job, my job duties, and my career with me.8. Call in or send email messages while on a stiltseer for important messages that have come in while youre away.9. leave us meet each morning to discuss projects and priorities of the day.10. Let me express you our record brass so you can retrieve files yourself.11. Try to give me all parts of a big job at 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 burden 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 forecast things to do and prepare.17. Give me light instructions and directions and precise assignments.18. Let me know about changes in your schedule, meetings, appointments, etc.19. gratify dont refer to me as just my round or my gal or my girl.20. Provide me with some career instruction I am ambitious just as you are.21. Dont make me a clerk I loss to and can do more.22. Attend a time management for managers workshop.23. Make a free-and-easy to do list and share it with me so I can anticipate how to plan my day.24. Ask for and at least consider my ideas. I am not stupid and I want to contribute more.25. If multiple honchoes, work a priority musical arrangement for the work that you all give me and permit me administer your system rather than force me to make priority decisions up(a) 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 frustrates me fr om 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 surpass, please be particular.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 stop over certain times during the day for meetings rather than have them chop up the both of us continuously.37. Trust me with confidential information that I need to do my job effectively.38. When we are talking, ple ase 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 stamp to work more effectively.2. Let the gaffer know where I am at all times.3. Sort mail of thickening into three conventions critical, important, routine and toss out junk mail.4. Help boss to maintain a routine to do list.5. Keep my own daily to do list and coordinate with list of boss.6. Remind boss of future 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. state routine correspondence or outline or draft answers for flattery of boss.10. Ignore petty and superficial annoyances.11. Schedule staff visitors so boss is not chopped up all day.12. Schedule vendor visitors convey 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 initiative and make suggestions such as form letters, forms, to help boss.16. Keep equipment use 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-run projects I am working on.21. Be sure supplies used by boss are always available.22. Help boss by fashioning most of the arrangements for meetings held by boss. contradict ManagementWhat is skirmish?struggle is a ingrained dis arrangement resulting from individuals or groupings thatdiffer in attitudes, beliefs, set or needs. It can also originate from past rivalries and personality differences. Other causes of betrothal include trying to n egotismtiate before the timing is right or before unavoidable information is available.Common causes of workplace contrast control resources (You have your needs and I have mine.)Incompatible goals (I want this and you want 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?)Important things to know about conflictConflict is inevitableConflict develops because we are dealing with peoples lives, jobs, children, pride, self-concept, ego and sense of guardianship or purpose Early indicators of conflict can be recognizeThere are strategies for resolution that are available and DO work Although inevitable, conflict can be minimized, diverted and/or re lapd.Beginnings of conflict deplorable communicationSeeking powerDissatisfaction with management styleWeak leading neglect of opennessChange in leadershipConflict indicators personify languageDisagreements, regardless of issueWithholding bad newsSurprises surd public statementsAiring disagreements through mediaConflicts in value system believe for powerIncreasing lack of respectOpen disagreement drop of candor on budget problems or other sensitive issuesLack of clear goalsNo discussion of progress, failure relative to goals, failure to value 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, simplification 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 about associatesAgree to disagree understand healthy disagreement would build better decisions Get individual ego out of management styleLet your team attain people will support what they help create Discuss differences in values openlyContinually stress the importance of following policy go past 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 confid entialFailing to act on sensitive issuesFailing to be open and honest with the supervisorMaking decisions based on preconceive notionsNot supporting the supervisor lack of loyaltySpringing surprises at meetingsHaving unavowed agendasWhy conflict resolution skills are importantTo improve employee capital punishmentTo maintain good customer service/satisfactionTo ensure employee sanctuaryTo protect employee healthTo reduce absenteeism and tardinessHow conflict should be handledDetermine how important the issue is to all people involvedDetermine 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 contacts, 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. encounter the problem from a variety of different perspectives and discuss any and all solutions proposed. Evaluate the costs versus the gains (cost-benefit analysis) of all proposed solutions and discuss them openly. Choose the best solution. think over on the issue and discuss the conflict resolution process. Encourage participants to express their opinions as to how the process might be improved.Listening improvement checklist to help resolve conflictRemove all distractionsPut the loudspeaker system at easeLook directly at the speakerConcentrate on what is being saidWatch for nonverbal cuesTake note of the speakers toneBe patient and waitAsk explicate questionsParaphrase and repeatNo matter what is said, control your emotionsHow and when conflict should be stimulatedTeam members always agree with you and tell you only what you want to hear.Team members are afr aid to admit they need help or that theyve made mi take chancess. Team members focus more on reaching 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 wildness on being popular than on high job movement and competitiveness. Team members are highly resistant to change.The turnover rate is normally low.Team members avoid proposing new ideas.Communication in conflict situationsrun 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 come up 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 i s usedOutcomesDrawbacksCollaboration results from a high botheration for the groups own use ups, 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 aimed at reaching consensus adopt/winHelps build commitment and reduce bad feelingsTakes time and vitalitySome partners whitethorn take advantage of the others trust and opennessGuidelines for stretch Consensus through CollaborationAvoid arguing over individual rank or position. Present a position as logically as possible. Avoid win-lose statements. Discard the notion that someone must win. Avoid ever-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. cope differences of opinion as indicative of incomplete sharing of relevant information, keep asking questions. Keep the attitude that holding different views i s both natural and healthy to a group. View initial agreement as suspect. seek the reasons underlying apparent agreement and make sure that members have volitionally 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 movementYour own ideas and concerns dont get attentionOne may lose credibility and future influence.Avoidance 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 defame or more information is needed. Lose/loseImportant decisions may be made by default.