CAREER, TIME AND STRESS MANAGEMENT (Human Behavior Organization)

Document Sample
CAREER, TIME AND STRESS  MANAGEMENT (Human Behavior  Organization) Powered By Docstoc
					PAMANTASAN NG LUNGSOD NG MUNTINLUPA
   NBP Reservation, Poblacion, Muntinlupa City




  CAREER, TIME AND STRESS MANAGEMENT
           (Human Behavior Organization)
                CAREER MANAGEMENT


I. Definition

CAREER comes from
 the French word
 “career” which means
 “high road” or
 “racehorse”. The
 individual moves
 forward racing with
 himself and others in
 the work setting.
As defined by Martires,
career management is the
pathing, planning and
development of one’s work
schedules and activities in
relation to the individual’s
abilities, skills,
competencies at the
initiative and with the
assistance of management
in order that he can take
greater job and personal
responsibility for his future.
         II. Steps and Stages
    STEPS AND CAREER PLANNING


                            (1)
                       Use of Career
                       Growth Cycle


                                                         (2)
     (5)                                             Review of
  Compare                                          Individual and
Performance                                         Organization
 with Goals                                            Goals




              (4)                             (3)
          Conducting                    Matching Job
         Performance                   with Individual’s
          Review and                    Qualifications
           Feedback                           and
                                        Characteristics
CAREER GROWTH CYCLE




                 SUCCESS




       ESTEEM
LEACH

     The organization
helps each individual
“to collect information
about self, develop
realistic life and work
goals that must satisfy
self values, needs and
wants and formulates
these into action plans
to achieve these goals
while           pursuing
organizational goals.”
JOSEFINA SANTAMARIA


“A lifelong process by
which a person efficiently
and effectively develops
and pursues realistic and
challenging goals that
enable her to become the
person she wants to
be…”

III. SCOPE

IV. RATIONALE
     MAJOR CAREER STAGES AND ISSUES

STAGES                   2. Establishment Stage
                             (Early Career)
1. Exploration Stage     Age : 20 – 34
Age : 15 – 21            Role : recruit trainee
Role : student                  : apprentice
       : job applicant          : employee
                                : supervisor
  ORGANIZATION ISSUES
  INDIVIDUAL ISSUES         ORGANIZATION ISSUES
                            INDIVIDUAL ISSUES
3. Maintenance Stage   4. Late Career
  (Mid Career)         Age : 51 – 60+
Age : 35 – 50          Role : employee
Role : employee              :supervisor
     : supervisor            : manager
     : manager               : officer
 ORGANIZATION ISSUES
 INDIVIDUAL ISSUES
                         ORGANIZATION ISSUES
                         INDIVIDUAL ISSUES
5. Decline Stage
Age : 61 and beyond

 ORGANIZATION ISSUES
 INDIVIDUAL ISSUES
CAREER PATH OF A MEDICAL REPRESENTATIVE
                    President/Managing
                          Director


    VP                         VP                             VP
ADM&Finance                 Marketing                    Distribution


            Marketing                     Marketing
         Operations Mngr.               Services Mngr.


                     Promotions Manager



                       Product Manager



                                          District Manager


                                                                Medical
                                                                 Rep


                                                                          Recruit
               POSITION AND REQUIREMENTS
Dimension    District     Promotions       Product     Marketing      Marketing       Vice Pres.   President/
             Manager       Manager         Manager     Operations     Services        Marketing    Managing
                                                        Manager       Manager                       Director




Knowledge   Companies     More            Cost         Marketing,    Long Term       Marketing     Corporate &
            Policies:     specialized     analysis,    Sales,        company         Financial     Environment
            Marketing     mgt. function   Pricing      Financial &   strategy:       Personnel
            Info.         in              Policies,    Resources     Marketing
                          planning,org    Campaign                   environment     And
                                                       Mgt. Basic
                          nanizing and    Methods      Company       &               Production
                          evaluating                   Strategy      controllershi   Mgt.
                                                                     p               Long term
                                                                                     Co.
                                                                                     marketing
                                                                                     Strategy




 Attitude                 Open            Same as      Flexible
            Mature.       minded          Promotions                 Same as         Loyalty to    Committed
                                                       Forward                       the co.
            Responsible                   Manager      looking       M.O.P
            Dependable    Happy                                                      Calm in
                                                       Achievement                   handling
                          disposition                  oriented                      difficult
                                                                                     situations
Dimension    District     Promotions        Product        Marketing       Marketing         V.P.           President
             Manager       Manager          Manager        Operations      Services        Marketing
                                                            Manager        Manager

  Skills    Tactical      Creative in      Creative in     Leadership      Ability to      Priority         Human
            Decision      planning,        Formulating     Qualities       supervise the   setting          And
            Making        Organizing,      Testing                         construction    formulating      Conceptual
            Team          and                                              of the          mktg. policies
                                           And                             marketing
            Building      evaluating
                                           Monitoring                      plan
                          Field activity
                                           Campaigns




  Habit     Away from     Long working
                                           Long thinking   Long working    Same as
            the family,   Hours on both                    hours in the                    Socializing
                          office and       Hours in the                    Operations                       As he/she
            Travelling                                     office and                      With             likes it
                          field            office                          manager         constituents
                                                           extended
                                                           working hours
                                                           at home
                  TIME MANAGEMENT

     A critical component and
a precious asset that has
been recently added to the list
of resource for individual
,group and organizational
functioning is time . It is the
seventh m (minutes
representing time), as a
domain of general
management ; the other six
being man , money ,
machines , materials , market
, method.
                PERCEPTION OF TIME

When material things like building, furniture, and
supplies are destroy or when money gets lost, they can
be replace. But when time is lost, it is gone forever.

Time can also be subjective; it can be highly relative. It is
person oriented, value-laden and culture bound.

It is also interesting to observe that individuals having
the same culture could have great difference in the way
they perceive time.

Time is also situational.
TIME SAVER AND WASTERS
       DIFFICULTIES AND SOLUTIONS FOR INTERFERENCES
     DIFFICULTIES                          SOLUTIONS

The phone: frequency and length of      Screening incoming calls by secretary;
                                        holding all calls or shutting down
calls.
                                        telephone during important periods.
Meetings: vehement, numerous            Reduction of the number of meetings ;
“too long and too many”; “ineffective   have an agenda with a purpose of the
and indecisive”.                        meeting prepared with involvement of
Reports: all paperwork, report          the constituents.
writing – ever – increasing steam of    Form control and paper work
forms, records, memos mail and          simplication programs; more on
simple informational notes.             prevention than stopping the process.
                                        Use of avoidance techniques like
Visitors: Unannounced visits by
                                        never sitting down, edging them
person referred by a superior or        toward the door and having secretary
coming from the home office.            openly announce another commitment.
Delegation: Frequent checks by          Going over work instructions carefully
subordinate as to what is desired.      and having them repeated to clarify
                                        problem definition; Giving specific time
                                        allotment and frequency of progress
                                        repots.
Procrastination: Existence of   Establishment of priorities;
more problems that managers     Delegation of some item to
can accommodate.                subordinates.
Firefighting: Unexpected        Crisis prevention; Overcoming
problems that demand            reluctance of subordinates to
attention; not enough time to   present bad news sooner.
allot to them.                  Sending back the request for
Special requests: Enlarged      further instructions or specific
uncertainty; worst especially   need. This suggestion has met
form the head office.           with tremendous resistance and
Delays: Making managers         is not often used.
“Scurry up and wait” for        Implement best lead plans of
incoming schedules, required    manager and lead him to a life
information and planning        of quiet desperation.
decisions.                      Taking up speed- reading
Reading: Increasing volume of   courses. Use of digests and
management literature.          abstracts of articles and books.
    SUGGESTION FOR MANAGING TIME EFFICIENTLY
PLANNING
   Manage by objective
   Develop long–range plans (over one year)
   Develop monthly objective and priorities
   Use a weekly plan sheet
   Use a daily plan
   Make “to do” list
   Develop a personal and team profile and time-wasters
   Anticipate crises
   Expect the unexpected
   Plan for “unplanned” time (leave 20% of one day open)
                       ORGANIZING

   Practice waste basketry
   Standardize routine and detail work
   Have Your paperwork and mail screened, prioritized,
    handled, and diverted by a secretary or assistant
   Develop and review filing system
   Use a date follow-up file
   Clean the top of your desk
   Use handwritten memos
   Use dictating machines
   Resist personal overtime
   Leave the briefcase
                      IMPLEMENTION

   Do nothing you can delegate
   Avoid perfectionism
   Ask subordinate what decision they would like to make
   Divorce yourself from detail
   Delegate whole tasks
   Resist upward delegation
   Practice not knowing all the answers
   Assume responsibility
   Take initiative
   Use response deadlines
                     CONTROLLING

   Use “planned unavailability”
   Screen and schedule calls and visitor
   Group calls and callbacks
   Close your door
   Be candid; “say sorry, I’m sorry”
   Control visit – stick to your purpose
   Try standup conference
   Put a drop-in visitor in work
   Learn how to end a visit or a meeting
   Have secretary interrupt
                   COMMUNICATION

   Check for understanding when giving a task
   Choose the most effective medium for your message
   Keep it brief and simple
   Limit socializing
   Limit meeting
   Set a time limit or agenda items
   Get conclusion
   “Stack” meeting consecutively
   Send out agenda in advance
   Start and end on time
                    DECISION-MAKING

   Asses fact, develop alternatives
   Identify the most critical fact
   Asses the negative consequence
   Decide
   Don’t wait for facts
   Take action and handle an item only once
   Manage by choice, not chance

    CAVEAT EMPTOR
 MANAGER’S ROLE IN TIME MANAGEMENT


Although time management is mainly a personal
responsibility, it behooves on the organization to
help individuals save and manage time.

Time management is recently being given interesting
consideration in the organization, it seems the most
in the Philippines still lag behind individuals in
practicing time management.
               THE NATURE OF STRESS


A. STRESS


       A physiological and
  psychological agent that
  affects the individual to
  react to certain
  changes.

B. The Physical and
  Psychological Bases of
  Stress
C. SYMPTOMS OF STRESS

 Some of these are:
 Digestive Problem
 High Blood Pressure
 Nervousness
 Tension
 Chronic Worry
 Feelings of Inability to Cope
 Emotional Instability
 Excessive use of Alcohol
 Drugs
 Smoking
 Problems with Sleep
 (Insomnia)
 Uncooperative Attitude
 Inability to Relax
D. Cultural Aspects of Stress

II. Stressful Occupants

RELTZ
  “Jobs whose occupants
  must make important
  decisions              under
  uncertainty, jobs in which
  employee       skills,    no
  matter how high, are
  insufficient to the task,
  and jobs in which the
  occupant has little control
  are likely to produce high
  level of stress.”
    EXAMPLES OF WORKERS UNDER THIS
            CLASSIFICATION:


Psychotherapists and Air   Practical nurses
traffic controllers
                           Dishwashers
Postal Workers
                           Assembly-line operators
Managers
                           Warehouses
Entrepreneurs
                           Musicians
Health technicians
                           Nurses’ Aides
Clinical laboratory
                           Public relations officer
Waitresses
Technicians
     12 JOBS WITH HIGHEST LEVELS OF STRESS:



1. Laborer                  7. Manager or Administrator
2. Secretary                8. Waitress or waiter
3. Inspector                9. Machine Operator
4. Clinical la technician   10. Farm worker
5. Office manager           11. Miner
6. First-line supervisor    12. Painter
IMPLICATIONS FOR MANAGING STRESS IN
           ORGANIZATION



                    VERNON COLEMAN

                      Offers explicit advice
                      on how to manage
                      people for healthy
                      profits.
   OUTLINE SUMMARY OF COLEMAN’S MEASURES ON MANAGING
               PEOPLE FOR HEALTHY PROFITS
1. Give people as much                 8. Avoid too much administration.
   responsibility as they can safely   9. Teach employees to recognize
   handle.                                their own stress sign.
2. Remember to say thank you.          10. Never give authority without
3. Know when to push and when             responsibility and never give
   to stop.                               responsibility without authority.
4. Smile and the world will smile      11. Treat people as people – not
   with you.                              tools.
5. Take the error out of               12. Teach people to say no.
   computerization.                    13. Make sure that people have
6. Don’t under estimate the peril of      proper control over the
   boredom.                               machinery they use.
7. Teach people to accept change.      14. Help employees prepare for
                                          retirement.
15. Democracy rules OK!          22. Personalize the
16. Encourage forgiveness and      environment.
  discourage grudges.            23. Make sure employees know
17. Encourage independence.        how to relax.
18. Teach employees to ask for   24. Always keep
  help.                            communication lines open.
19. Encourage employees to       25. Put purpose into people’s
  make suggestions.                lives.
20. Make sure that your          26. Control competitiveness.
  company shows that it cares.   27. Show people that you are
21. Encourage sensible             interested with them.
  exercise habits.               28. Banish ambiguity.
29. Avoid conflicting rules and     36. Remember that colonialism
    regulations.                      doesn’t work.
30. Criticize – but with care and   37. Allow employees to show
    thought.                          their anger.
31. Use encouragement to            38. Ensure your employees
    strengthen the weak.              take their holiday.
32. It’s the little things that     39. Remember that “failure”
    counts.                           isn’t always a dirty word.
33. Remember the loser.             40. Don’t fuss.
34. Learn to anticipate             41. Master the art of the
    problems.                         reprimand.
35. Make the most of people’s       42. Good planning can help to
    skills.                           defuse deadlines.
TRANCENDENTAL MEDITATION (TM )
 is a process of developing a physical state of deep rest.

 It produces decreased heartbeat, respiratory rate and lower
  bodily metabolism.

              Cardiologists MEYER FRIEDMAN
                  and RAY H. ROSENMAN
       Identified several personality character of people who
  are most prone to heart disease. They want heavy work.
  Some people have a basic personality structure that leads
  them into stressful situations. It is these impatient,
  demanding, over striving types that often wind up with heart
  attacks at an early age.
MEYER FRIEDMAN   RAY H. ROSENMAN
  TYPE A INDIVIDUALS, THEIR DISTINGUISHING
              CHARACTERISTICS:
Chronic and severe sense of time urgency. Such people
become frustrated in traffic jams.
Constant involvement in multiple projects subject to
deadlines. Somehow they take delight in the feeling of
being swamped with work.
Neglect all aspects of life except work. Workaholics live
to work rather than work to live.
A tendency to take on excessive responsibility,
combined with a feeling that “Only I am capable of
taking care of this matter.
Explosiveness of speech and a tendency to speak faster
than most people.

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:1355
posted:3/25/2011
language:
pages:36
Description: "The organization helps each individual “to collect information about self, develop realistic life and work goals that must satisfy self values, needs and wants and formulates these into action plans to achieve these goals while pursuing organizational goals.”