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"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.”
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.
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