Time and Stress Management and Personal Effectiveness - Coursework Example

Time and Stress Management and Personal Effectiveness 2007 In the conditions of the highly competitive global market ever more attention is paid to the notion of personal effectiveness. Managers seek opportunities to increase their personal and their employee productivity. People feel pressure to work longer and produce more, while they believe it is the only way to protect their work. International business makes work continue 24/7. Many employees are to be constantly on call. This opportunity has been provided by advanced technologies. Today people may work from their homes, cars, even being on vacation. And many managers expect that. Most of people know that if you want to make a career you should spend more time at work to achieve and exceed the expectations (Mayo Clinic 2006). The results are often opposite. People all over the world complain of high level of stress in their lives, job being named the major stressor. Ongoing stress has serious consequences. Problems caused by stress are manifested both physiologically and psychologically. Numerous surveys provided evidences that job stress was associated with health complaints stronger than financial and family problems. Persistent stress results in increased risk of cardiovascular disease, musculoskeletal disorders, psychological disorders, mood and sleep disturbances, backaches, upset stomach and headaches, disturbed relationships with family and friends and sexual health problems, a weaker immune system, stiff muscles, workplace injuries, poor coping skills, exhaustion, jumpiness, irritability, insecurity, and difficulty concentrating, which leads to low productivity, high level of absenteeism and increased health expenditures. It contributes to or leads to smoking, binge eating, and alcohol consumption (Mind Tools 2007, Atkinson 2000). Surveys conducted in the USA in 2000 showed that stress contributed to 60 – 80 percent of all work-related injuries, was the major reason for 75 – 90 percent of primary care physician visits, and was a major factor in 40 percent of turnover. About one-third of all workers’ compensation claims were reported to be associated with job stress (In Atkinson 2000). Time and stress management become essential for maintaining balance and increasing personal effectiveness. Some people are more prone to stress and its negative effects than others. Psychologists speak of different types of personalities having various approaches to life. Different personality types experience stress under different circumstances and handle their stress in different ways. The modern manager should have notion of the personality types distinguished by psychologists. However, the task is not that easy, while there are many classifications of personality types. The broad idea of personality types existed more than 2500 years ago in times of Hippocrates, who spoke of four temperaments. At the beginning of the 20th century C.G. Jung elaborated a theory of personality types, which laid bases for numerous approaches to personality. Jung’s idea of introversion and extraversion was used by Isabel Myers, who created the Myer-Briggs Type Indicator. The MBTI is one of the most popular classifications used by present day psychologists. Recently a sociology typology, Temperament theory, was produced by David Keirsey, based on the MBTI (Psychology Rin.Ru 2005). There are other classifications. Let us dwell on those having the broader usage among psychologists, social workers and physicians dealing with stress and its consequences. In 1950 Meyer Friedman, R.H. Rosenbaum and colleagues distinguished two personality types, Type A and Type B. Type A people are prone to coronary disease. Those are perfectionists, viewing themselves as always right and tending to take everything on themselves. They are impatient and hurried, very competitive, tense and agitated at work. This type of people has poor impulse control, thus often behaving aggressively, displaying and experiencing strong emotions. They are leaders, who feel necessity to control everything and everybody. No wonder they are prone to heart disease. Type B personalities are their opposites. These people live at present moment, waiting for the best time to complete their tasks. Patient, intuitive and spontaneous, they perceive change as inevitable and as a rhythm of the universe. They know they can control only themselves, and do not worry, except in extreme situations. Type C was discovered later, physicians relating it to cancer. People of Type C tend to keep their emotions inside, rarely displaying their stress, which leads to severe stress problems and results in cancer. (Sharma 2006). However, “anyone who is totally one personality type or the other, hes likely to either be locked up as a hyperactive psychopath or dead” – jokes Gwen Ladd-Phillips (2004). As a rule people represent the mixture of three types. Women are often forced to act as Type C, while aggressive behavior and displaying negative emotions is viewed as “unladylike” (Ladd-Phillips 2004). The ABC personality types are usually related to a number of personality styles, the major eight being Aggressive, Narcissistic, Histrionic or Dramatist, Dependent, Passive-Aggressive, Compulsive, Avoidant or Loner, Schizoid (Ladd-Phillips 2004). There exist psychological classification used by social workers, based on the combination of personal types and styles. The four-column table names the personality type, its basic desire bringing pleasure, basic fear causing distress and psychological disorder (stress related style of behavior) characteristic with the particular personality type. One can read of 16 personality types, including: Conscientious (distressed by lack of achievement/prone to Obsessive-Compulsive disorder), Sensitive (rejection/Avoidant), Vigilant (being controlled/Paranoid), Dramatic (being ignored/Histrionic), Aggressive (subordination/Sadistic), idiosyncratic (conformity/Schizotypal), inventive (obscurity/ Compensatory Narcissistic), Solitary (intimacy/Schizoid), Leisurely (compulsory activity/Passive-Aggressive), Serious (not having duties and responsibilities/ Depressive), Self-Sacrificing (being unappreciated/ Masochistic), Devoted (having to act independently / Dependent), Self-Confident (being ordinary/ Narcissistic), Adventurous (boredom/ Antisocial), Mercurial (being alone/ Borderline), and Artistic (being unable to create/ Cyclothymic) (PTypes 2006). The knowledge of these personality types and their peculiarities can help a manager to properly distribute responsibilities and duties among the employees (Kelly 2006). MBTI classification also offers a useful instrument in dealing with personality types stress management. “When in stressful situation, all types of personalities display symptoms that are disadvantageous to others and unproductive for themselves,” write Doug Dean (2007). – “The kinds of circumstances that induce stress also varies from type to type. Although any type can display any symptom from time to time, different types specialize in specific behaviors.” Knowledge of 16 MBTI types and their motivations is also useful for a manager. At last Jane Ranshaw (2001) explores another model, the Enneagram, which is helpful in managing stress of different personality types. She explains that “while Myers-Briggs helps us understand our inner selves, the Enneagram is much more useful in understanding the defense mechanism we present to the world, especially when we are under stress”. The term “Ennergram”, introduced at the beginning of the 20th century by G.I.Gurdjieff, is the model based on the ancient Sufi teaching, which describes nine different personality types and their relationships. In her article Personality and Stress Ranshaw briefly discusses each type, type’s response to stress and the best ways to handle stress in each particular case. The personality types include: the Perfectionist, the Giver, the Performer, the Romantic, the Observer, the Loyal Skeptic, the Epicure, the Protector, the Mediator (Ranshaw 2001). It has also been found that men and women cope with stress differently. The difference is partly explained by the amount of estrogen in blood. The fact is that ‘women are three times more likely to develop depression in response to the stress in their lives than are men’. Unlike men, women also usually have stronger social support networks to which they turn during times of stress and which helps them to better cope with stress then men do (Discovery Communications 2007). However, “even people with the most adaptable personalities can experience the effects of long-term stress if they lack a sense of control over aspects of their daily lives”, inform Discovery Communications. The studies of stress in the workplace have demonstrated “that those who perceive that they have the least control over their working environment suffer from the highest levels of stress-related illness”. It is recommended that managers set the work-life balance initiatives ensuring employee ability to relieve an unnecessary source of chronic stress. Another kind of employees feeling increased stress is caregivers, mothers and those who care of the elderly or chronically ill family members (Discovery Communications 2007). The experts say that the major sources of stress in the workplace are: “1. Not knowing what you want or if youre getting it - poor planning; 2. The feeling that theres too much to do (even if theres hardly anything to do at all); 3. Not enjoying your job (can be caused by lots of things, for example, not knowing what you want, not eating well, etc.); 4. Conflicting demands on the job; 5. Insufficient resources to do the job; 6. Not feeling appreciated” (McNamara 2007). Anyway, stress is usually perceived as “a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize” (Manktelow 2007). There are three major ways to manage stress one’s career may bring: Action-oriented (when “we seek to confront the problem causing the stress, changing the environment or the situation”); Emotionally-oriented ( when “we do not have the power to change the situation, but we can manage stress by changing our interpretation of the situation and the way we feel about it”; and Acceptance-oriented (when we have no power and no emotional control over what has happened, and so our focus is on surviving the stress). Action-oriented approaches presuppose some power over the situation. These are the most satisfying and rewarding ways to handle stress. The essence of the techniques is that we overcome the stressful situation by changing it to our advantage. The techniques can be divided into six groups, those helping to cope with: work overload, problem job, problem people, environment stress, performance stress and burnout. Emotionally-oriented approaches are effective in cases when you do not have any power over the situation. Then it is possible to reduce stress by changing your attitude towards the situation. The techniques aimed at changing your vision of the situation are based on Rational Thinking, Positive Thinking, Emotional Analysis, Cognitive Restructuring. Acceptance-oriented approaches are used when there is no other alternative and you want to survive. The first step in this case is to accept your inability to change the situation. Further one may use various Relaxation Techniques and implement work-life balance initiative. While the major interest of this paper is time management we are going to concentrate on the very first section, telling about the ways to avoid work overload, which is usually associate with time managing activities. Workload becomes the major stressor of the modern employee. Heavy workload isn’t only tiring, but it makes us work longer hours we would like to, distorting the work-life balance and usually leading to burnout. Moreover, heavy routine workload often leaves no time for managing emergencies occurring from time to time, which makes us feel out of control over the situation and leads to stress. Thus, proper workload management is vitally important for our job satisfaction. Time management starts with setting goals. First of all it is necessary to make job analysis and understand what is really expected of you. Though this item seems obvious, it often happens that it is overlooked. Another case is when the employee, who has demonstrated himself capable to complete different tasks is given additional responsibilities, leading to overload. So the first step is to understand the priorities of your job and those activities that will bring you success. This analysis shows the tasks that you are to drop, in order to focus on the major activities. Job description, periodic performance reviews and incentive schemes (showing the behaviors that are rewarded or not respected), additional training, as well as understanding of the organizations’ strategy and culture can help in setting the priorities. It is also useful to learn more about the working methods of those who are considered top achievers in the same area of activities you fulfill, as well as to make sure that you possess all the necessary resources. As you clearly understand what your key objectives and responsibilities are, turn to your boss, asking for resources, additional training, and confirming your understanding (Manktelow 2007)..  As you have set the priorities, you may reduce your work stress and become more productive through time management. The major shift is “to concentrate on results, not on activity”. The major tools of time management include: valuing your time, assessing how effectively you use it and improving your time use habits; identifying where time is wasted and avoid distractions; doing lists of priorities, so that you are able to delegate less important activities to others and drop low value jobs; creating more time. Being in control of your working time, you enjoy your work and have time for life. Valuing your time is the first step in time management. You must have a clear notion of the value of your time per hour: how difficult the work is, how much you gain and what the profit is. Then you will clearly see which tasks are worthwhile of performing and which ones give a poor return. The Value of Your Time can be calculated. First estimate the annual value of your time summing up your salary, your benefits, employer’s payroll tax, a contribution for rent, equipment, heat, light, etc., contribution for overheads and supporting services and profit expected. Then calculate the number of working days, deducting holidays, public holidays and sickness, training and the like from the total possible working days. Having found the average value you have to decide whether it is really satisfactory for you. Think about value of each of the things you are to do, concentrate on tasks with a value greater than the calculated value of your time and eliminate tasks with a value lower than value of your time. Reviewing your use of time you are able to identify and eliminate the time-wasting and unproductive activities. This way you get more time for the core work, increase your efficiency and receive an opportunity to leave the work timely, without disturbing about the unfinished tasks. Browsing interesting but unhelpful web pages, reading junk mail, making coffee, talking to colleagues, traveling and waiting for meetings are some of the waste time activities we do not think of. An Activity Log kept for two weeks helps to identify all the unproductive activities in your daily routine. Cut them out, change your habits and you will be able to substantially increase your productivity. Each time as you change the activity, note the time of the change and your feelings about it. Keep your Activity Log as long as necessary. Analyze your log to see whether you do low value work, avoid invaluable jobs, or do things in different ways to free up time. However, don’t be too ruthless. For instance, gossiping with the colleagues isn’t only time-wasteful, but also useful, while it provides you with important information and helps you to maintain social network. In brief, keep to the golden measure, combining work and pleasure, and be ready to say polite “No” to those who waste your time (Manktelow 2007). To Do List is a fundamental tool helping you to focus on the most important tasks, without missing anything. This tool is essential as you have to carry out a number of different tasks, especially in case you often notice that you have forgotten to do something. This simple tool helps both to organize yourself and reduce stress. To Do List puts the work into context, so that you won’t have overwhelming number of demands on your time. Distinguishing priorities within your To Do List you make sure that you concentrate on the tasks of the highest value. To create To Do List write down all the tasks facing you, breaking complex ones into component elements until all the tasks are shown as manageable pieces of work. Make sure you haven’t forgotten anything. Then allocate priorities from A to F, numbering the order of priority for the tasks within the same group. Base you assessment on two criteria: the urgency of the task and the importance of the task. Then rewrite the list in priority order. Make analysis of your To Do List at the end of the day. To Do Lists may be kept on the PC or be attached to the wall above your table. Act as it is convenient to you. In case you are too overloaded, look through your list to see which of the tasks can be delegated to other people, or negotiate with the affected people as to giving you more time. Remember to leave time for emergencies. To Do List can be of different lengths and for different periods of time, depending on the kind of work you are engaged in. Though being highly effective in daily planning To Do List is of little use in complex projects, especially as the jobs must be completed to a deadline, have visibility, and involve coordinating many people for the achievement of a single goal. Actions Plan can be used for smaller tasks. Gantt Charts and other tools must be used for more complex projects. The activities are situated in the order they are to be completed, so that it is necessary to estimate how long each task may take and who is to be engaged. You should carefully estimate the resources needed, when and for how long they are needed. Action Plan helps to avoid unreasonable deadlines or failure to hit a high visibility, and meet your colleagues’ expectations. Delegation of the tasks is the tool to be used as the number of your tasks is greater than you can cope with. However, one is to learn to properly use this tool. This skill gives you an opportunity to successfully manage tasks, getting other people’s expertise, developing your staff and increasing their enjoyment of work. “Delegation involves passing responsibility for the successful delivery of work to other people, while retaining a suitable level of control over the process and the finished product”, explains James Manktelow (2007). To start with, decide which of the tasks you want to delegate. Some of tasks from your To Do List or Action Plan can be done better by others. Otherwise, choose those that can be quickly taught to someone else. Delegate complete jobs, not unconnected fragments. Than you will get well-thought-over and properly integrated deliverables. Find the right person to delegate the task to, preferably someone with the skills in the job. When delegating to an inexperienced person, mind that he will need more time to cope with the task. Clearly explain the purpose and your expectations. Review the progress at the agreed-upon checkpoint times to make sure that the project is implemented. Accept only good quality work. Remember 80/20 rule (“what seems like the remaining 20% of work (which includes tidying up, polishing and proofing) can take 80% of the time to complete”). Reward the effort (Manktelow 2007). Different personality types differently react to stress factors. However, work overload and distorted work-life balance become the major factors of severe stress and burnout having very serious consequences for health and performance. Time Management is the best way to handle stress through controlling your time and the tasks you need to implement. References: Atkinson, William 2000. Strategies for Workplace Stress, Risk and Insurance. October 15. Findarticl.com URL: findarticles.com/p/articles/mi_m0BJK/is_13_11/ai_66930268 - 27k (11.13.07.) Dean, Doug 2007. Personality Types Under Stress. URL: www.iloveulove.com/psychology/personality/perstypestress.htm - 41k (11.15.07.) Discover Communications 2007. Discovery Health Personality Types Impact on Response to Stress. Stress Management Center. URL: health.discovery.com/centers/stress/articles/pnstress/pnstress.html - 36k (11.16.07.) Kelly, Dave 2006. PTypes – Basic Passions of the Types. URL: http://www.geocities.com/ptypes/type_passions.html (11.17.07.) Ladd-Phillips, Gwen 2004. Personality Types. Fidelity, Edition 15 (Spring), Article088. The National Council of Psychotherapists. 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URL: www.ranshawconsulting.com/personality_and_stress.htm - 33k (11.15.07.) Sharma, Vijai P. 2006. More Than Just Type A Personality: The ABCs Of The Personality Types. Mind Publications. URL: www.mindpub.com/art558.htm - 19k (11.14.07.) Read More