Module 6: Self-Control and Management PDF

TECHNIQUE IN PROFESSIONAL DEVELOPMENT SELF-CONTROL AND MANAGEMENT 01 Financial Preparation for Millennials | EWCG TODAY'S HIGHLIGHTS ❑ CONFLICT IN THE WORKPLACE ❑ STRESS AND STRESS MANAGEMENT TECHNIQUES ❑ TIME...

TECHNIQUE IN PROFESSIONAL DEVELOPMENT SELF-CONTROL AND MANAGEMENT 01 Financial Preparation for Millennials | EWCG TODAY'S HIGHLIGHTS ❑ CONFLICT IN THE WORKPLACE ❑ STRESS AND STRESS MANAGEMENT TECHNIQUES ❑ TIME MANAGEMENT Discussion Outline 02 MODULE PART 1 CONFLICT MANAGEMENT 23  CONFLICTS IN THE WORKPLACE What is CONFLICT? DISAGREEMENT OF IDEAS/ BELIEFS -Psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the experiences of a relationship. -Behavior by a person/group intended to inhibit the attainment of goals by another person/group (Riggio). KEY ELEMENT: CONFLICTING PARTIES HAVE INCOMPATIBLE GOALS. 03  04 QUESTION: Conflicts will always result to negative outcomes TRUE OR FALSE? 1. INTERPERSONAL CONFLICT -examples: Friends, family members, TYPES OF classmates, etc. 2. INDIVIDUAL-GROUP CONFLICT CONFLICT 3. GROUP-GROUP CONFLICT 05  1. INTRAINDIVIDUAL CONFLICT -incompatible goals associated with roles. -example: The university wants its teaching employees to publish instead of focusing in teaching. LEVELS OF 2. INTERINDIVIDUAL CONFLICT CONFLICT -conflict between two individuals -examples: between employees, or WITHIN AN between employee and customer. ORGANIZATION 3. INTRAGROUP CONFLICT -conflict between one person or fraction within a group and other group members. 4. INTERGROUP CONFLICT -conflict between departments/ units. 05 -example: conflict because of scarce resources such as budget and privileges.  WHAT ARE THE CAUSES/ SOURCES OF CONFLICTS?  11 1. COMPETITION FOR RESOURCES -Scare resources: money (budget), space, personnel equipment 2. TASK INTERDEPENDENCE -when the performance of some -when 2 groups which rely on each group members depends on the other have conflicting goals. performance of other group members.  11 3. JURISDICTIONAL AMBIGUITY - The lines of authority are unclear. - Supervisors could feel incompetent when another supervisors deal with his/her work. 4. COMMUNICATION BARRIERS -Physical, Cultural, and Psychological  11 5. BELIEFS - -conflicts in belief systems of individuals or group 6. PERSONALITY -incompatible personalities who must work together.  Bramson (1981) Characteristics of Difficult People 1. HIGH NEEDS FOR PERFECTION WHINER NO PERSON NOTHING PERSON Responds to difficult Constantly complains Believes nothing will ever situation by doing and about the situation but work thus disagrees with saying nothing. never tries to change it. every suggestion.  Bramson (1981) Characteristics of Difficult People 2. HIGH NEED FOR CONTROL -obsessed with completing a task and take great pride in getting a job done quickly TANK KNOW-IT-ALL SNIPER Controls others by Get things done quickly dominating by giving orders, being Controls people by using conversations, not bushy, yelling, being sarcasm, embarrassment, listening to the ideas of aggressive. humiliations. others.  Bramson (1981) Characteristics of Difficult People 3. HIGH NEED FOR APPROVAL -obsessed with being liked YES PERSON MAYBE PERSON -agrees to do everything Avoids conflict by never making a stand on any issues; delays making decisions, seldom offers opinions, and seldom commits to any course of action.  Bramson (1981) Characteristics of Difficult People 4. HIGH NEEDS FOR ATTENTION -obsessed with being appreciated; behave in a manner that will get them noticed. THINK-THEY-KNOW- GRENADE FRIENDLY SNIPER IT-ALL Exaggerates lies, gives unwanted advice to gain -throws a tantrum, yells, Gets attention by poking attention. swears, rants fun at others  OUTCOMES OF CONFLICT -How conflict affects the organizational outcomes of job performances, productivity, job satisfaction, employee attendance.  POSITIVE OUTCOMES 1. Increasing Motivation and energy level of group members to improve performance. -absence of conflict makes members to become complacent and unmotivated. 2. Can stimulate Creativity and Innovation -conflict challenges old processes. 3. Improves quality of Decisions -occurs when there are many opinions, each member tries hard to push their own idea. 4. Member satisfaction and Commitment -the fact that members are able to take part in decision making. 13  NEGATIVE OUTCOMES 1. Reduction of group cohesiveness -too much conflict can erode cohesiveness 2. Can hamper effective group performance when it retards communication 3. Group goals becomes secondary to the infighting 13  CONFLICT MANAGEMENT TECHNIQUES  1. DOMINATING - Forcing - Persisting in the conflict until one party’s goals are achieved at the expense of the Conflict - other. Win-Lose Strategy Management 2. ACCOMODATION Techniques Thomas (1976) -giving in or acting in a self-sacrificing matter -usually done to save the relationship between the conflicting parties -Lose-Win strategy 09  3. COMPROMISE - -each party must give up something - - -Lose-Lose strategy Ex. Union management strategy Conflict Management 4. COLLABORATION Techniques Thomas (1976) -parties try to cooperate and reach a mutually beneficial solution -Win-win situation -not always possible particularly when conflict is over scarce resources. 09 1. MEDIATION - - a neutral3rdparty is asked to help both Third Party parties reach a mutually agreeable solution to the conflict. Intervention - Professional mediators -used when parties cannot resolve their conflict. 12  2. ARBITRATION - - a neutral 3rd party listens to both sides’ arguments and then makes decision. - -often the manager/ HR Officer can serve as the arbitrator. Third Party - -The decision can be BINDING or NONBINDING. - Binding- parties have agreed to abide by the arbitrator’s decision Intervention - Non-binding- one or both sides can reject an unfavorable decision. - -arbitration is used when employers -used when parties cannot resolve perceive that a conflict was a result of their conflict. intentional behavior by another. - Or if conflicting parties are of equal power. 12 II. Stress and Time Item 5 20% Item 1 20% Management How do we deal with the life and work challenges? Item 4 Item 2 20% 20% Item 3 06 20% I'D LOVE TO HEAR FROM YOU! What are you thinking? CHECK-IN What are you feeling? What are my goals today? What/ Who stresses you?  04 QUESTION: Is stress always bad?  Stress on a positive context: 07 An opportunity when it offers potential gain.  WHAT IS STRESS? Stress can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable. Stress is an unpleasant psychological process that occurs in response to environmental pressures. Stress response can be appropriate, or even beneficial reaction. NOTE: Stress is a natural part of our daily life. What area of your life causes you the most stress on a regular basis? STRESSORS STRESSORS: POTENTIAL SOURCES OF STRESS 10 STRESSORS: POTENTIAL SOURCES OF STRESS TASK DEMANDS Task demands relate to a person’s job. They include the design of the job (its degrees of autonomy, task variety), working conditions, and the physical work layout. INTERPERSONAL DEMANDS Interpersonal demands are pressures created by other employees. Lack of social support from colleagues and poor interpersonal relationships can cause stress, especially among employees with a high social need. 10 STRESSORS: POTENTIAL SOURCES OF STRESS ROLE DEMANDS Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. A. Role Conflicts Role conflicts create expectations that may be hard to reconcile or satisfy. B. Role Overload Role overload occurs when the employee is expected to do more than time permits. C. Role Ambiguity Role ambiguity means role expectations are 10 not clearly understood and the employee is not sure what to do. CONSEQUENCES Stress affects not only our minds, but also our body and actions. CHRONIC STRESS -CONDITION WHEREIN STRESS IS TOO MUCH TO HANDLE ON OUR OWN. CONSEQUENCES -Chronic Stress affects the whole body Stress affects not only our minds, but and it can have several physical or also our body and actions. psychological symptoms, which can make functioning on a daily basis more challenging. SIGNS AND SYMPTOMS OF CHRONIC STRESS: ❑ Irritability, which can be extreme ❑ Difficulty sleeping ❑ Fatigue ❑ Digestive problems ❑ Headaches ❑ Feeling helpless ❑ Difficulty concentrating, or an ❑ A perceived loss of control inability to do so ❑ Low self-esteem ❑ Rapid, disorganized thoughts ❑ Nervousness ❑ Frequent infections or illnesses STRESS MANAGEMENT TECHNIQUES How do we manage stress?  APPROACHES 1. Individual Approaches ❑ Effective time-management techniques 2. Organizational ❑ Increased physical exercise Approaches ❑ Relaxation training ❑ Expanded social support networks 1. EFFECTIVE TIME-MANAGEMENT TECHNIQUES “Time management” is the process of organizing and planning how to divide your time between specific activities. It is defined as the process of managing time effectively so that the right time is allocated to the right activity. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Failing to manage your time damages your effectiveness and causes stress. 22 TIME-MANAGEMENT INCLUDES: 1. Effective Planning 2. Setting goals and objectives 3. Setting Deadlines 4. Delegation of responsibilities 5. Prioritizing activities as per their importance 6.Spending the right time on the right activity 22 2. INCREASED PHYSICAL EXERCISE 2. INCREASED PHYSICAL EXERCISE 3. EXPAND SOCIAL SUPPORT NETWORKS 3. EXPAND SOCIAL SUPPORT NETWORKS TOXIC POSITIVITY It is the excessive and ineffective overgeneralization of a happy, optimistic state across all situations. The process of toxic positivity results in the denial, minimization, and invalidation of the authentic human emotional experience. EXAMPLE OF NON-TOXIC AND ACCEPTING STATEMENTS TOXIC POSITIVITY NON-TOXIC ACCEPTANCE AND VALIDATION “Don’t think about it, stay positive!” “Describe what you are feeling, I’m listening” “Don’t worry, be happy!” “I see that you are really stress, anything I can do” “Failure is not an option” “Failure is a part of growth and success” “Everything will work out in the end” “This is really hard, I am here for you” “Positive vibes only” “I’m here for you both good and bad” “If I can do it, so can you!” “Everyone’s story, abilities, limitations are different and that is okay” “Everything happens for a reason” “How can I support you during this hard time?” 24 2. ORGANIZATIONAL APPROACHES ❑ Selection and Hiring Process ❑ Training ❑ Goal Setting ❑ Redesigning jobs ❑ Increasing employee involvement ❑ Increasing formal organizational communication ❑ Sabbaticals ❑ Wellness programs  Constant positivity NOTE: is a form of avoidance. It’s okay to have negative emotions