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1. Managing Stress and Time

2. Learning Objectives
1.Discuss how supervisors can evaluate
their use of time.
2.Describe ways to plan the use of time.
3.Identify some time wasters and how to
control them.
4.List factors that contribute to stress
among employees.
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3. Learning Objectives (cont.)
5.Summarize consequences of stress.
6.Explain how supervisors can manage
their own stress.
7.Identify ways organizations, including
supervisors, can help their employees
manage stress.
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4. Time Management
•Time management
–The practice of controlling the way you use
time.
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5. Time Management
•Time is the only resource we all have in
equal shares.
•Supervisors who are in control of their time
find that their jobs are easier and that they
can get more done.
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6. Understanding How You
Use Time
Keep a time log for at least one typical
week, then ask yourself the following
questions:
•How much time did I spend on important activities?
•How much time did I spend on activities that did not
need to get done?
•How much time did I spend on activities that someone
else could have done (perhaps with some training)?
•What important jobs did I not get around to finishing?
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7. Planning Your Use of Time
•Make sure that the most important things
get done each day before you move on to
less important activities.
•Set priorities
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8. Planning Your Use of Time
•Establish objectives for the year.
–Specify when each must be completed.
–Figure out what must be accomplished when
—each quarter, month, and week.
–Review objectives regularly, using them to
plan weekly and daily accomplishment
objectives.
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9. Making a “To Do” List
•Record all activities that must occur at a set
time.
•Find times for your remaining A-level activities.
•Schedule the most important activities for the
times of day when you are at your best.
•Learn to use electronic scheduling tools.
•Schedule time for thinking as well as doing.
•Don’t fill up every hour of the day and week.
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10. Common Time Wasters
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11. Meetings
•When you call a meeting:
–Start promptly.
–Focus on the goal of the meeting.
–Set an end time for the meeting.
–Schedule a follow-up
meeting if necessary.
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12. Telephone Calls and E-Mail
•Schedule time each day for making calls, and be
prepared.
•Prioritize your e-mails.
•Delete junk mail unread.
•Limit the number of messages sent and the number
of recipients.
•Avoid responding to non-business correspondence.
•Consider scheduling one time a day to check e-
mails.
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13. Paperwork and Reading
Material
•Try to handle each item only once.
•Set aside time each day.
•Determine the most efficient response.
•Evaluate the publications you receive and
cancel subscriptions that are not useful.
•Review tables of contents first rather than
reading every page of a publication.
•Ask to be removed from distribution lists that
send information that is not useful to you.
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14. Handling Unscheduled Visitors
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15. Procrastination
•Force yourself to jump in.
•Focus on one step at a time.
•Reward yourself for completing each step.
•Pick one area at a time in which you tend
to procrastinate and attack it.
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16. Procrastination (cont.)
•Compartmentalize your work and force
yourself to get through the task one task at
a time.
•Do the biggest job first, when you have the
most energy.
•Give yourself deadlines.
•Don’t pursue perfectionism.
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17. Perfectionism and
Failure to Delegate
•Determine the highest standard you realistically
can achieve.
•When you find yourself avoiding a difficult task,
remember your realistic goals and give it your
best.
•Supervisors may resist delegating because they
believe only they can really do the job right.
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18. Inability to Say No
•If your supervisor asks you to take on an urgent
task, request help in prioritizing your workload or
ask what should be given up to accomplish the
new task.
•Ask yourself, “What activity am I willing to give
up to make time for this
new one?”
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19. Inability to Say No
For those times when you can’t say no, try
these tips:
•Ask the person making the request how the two
of you can plan better for the next time.
•Remind the person that he or she now owes you
one
•Suggest your own timetable.
•Put a time limit on your participation.
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20. Stress Management
•Stress
–the body’s response to coping with
environmental demands
–change, frustration, uncertainty, danger, or
discomfort.
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21. Job Factors Linked
to Stress
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22. Personal Causes of Stress
•Personal Factors
–General feelings of negativism, helplessness,
and low self-esteem
–Type A personality
–The inability to let work go in off work hours
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23. Personal Causes of Stress
•Work-family conflict
–Women are particularly vulnerable
–Not associated with what they achieved or
how hard they worked but with the degree to
which they felt a conflict between career and
family
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24. Stress Levels
and Performance
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25. Consequences of Stress
•Burnout
–The employee feels emotionally exhausted.
–The employee’s perceptions of others become
calloused.
–The employee views his or her effectiveness
negatively.
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26. Possible Signs of Stress
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27. Personal Stress Management
•Time management
•Positive attitude
•Exercise
•Biofeedback
•Meditation
•Well-rounded life activities
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28. Organizational Stress
Management
•Behavior of the supervisor
–Prepare employees to cope with change
–Foster a supportive organizational climate
–Make work interesting
–Encourage career development
•Changes in the job
•Environmental changes
•Wellness programs
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29. A Word About Personality
•The degree to which a person will succeed at
using any particular technique depends in part
on that person’s personality.
•Knowing your personality type (Myers-Briggs)
can suggest suitable techniques for managing
your own time and stress.
•Recognizing different personality types can help
you understand the behavior of other people.
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30. A Basis for Categorizing
Personality Types
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