BUS 51 - Mosley7e ch12

© 2008 Thomson/South-Western© 2008 Thomson/South-Western All rights reserved. All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Part 4

Skill Development

Mosley Mosley • Pietri• Pietri

Chapter 12

Managing Conflict,

Stress, and Time

Chapter 12

Managing Conflict,

Stress, and Time

© 2008 Thomson/South-Western. All rights reserved. 12–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

1.1. Identify the causes of conflict.Identify the causes of conflict.

2.2. Discuss conflict management styles and identify when Discuss conflict management styles and identify when each would be appropriate.each would be appropriate.

3.3. Describe principled negotiation.Describe principled negotiation.

4.4. Explain why modern life makes us particularly Explain why modern life makes us particularly vulnerable to stress.vulnerable to stress.

5.5. Describe both the costs and the benefits of stress.Describe both the costs and the benefits of stress.

6.6. Explain the major causes of stress.Explain the major causes of stress.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)

7.7. Compare and contrast Type A behavior and Type B Compare and contrast Type A behavior and Type B behavior.behavior.

8.8. Elaborate on personal ways to cope with stress.Elaborate on personal ways to cope with stress.

9.9. Discuss some ways to effectively manage time.Discuss some ways to effectively manage time.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Causes of ConflictCauses of Conflict

PersonalPersonalPersonalPersonal

Different GoalsDifferent Goalsor Objectiveor Objective

Different GoalsDifferent Goalsor Objectiveor Objective CommunicationCommunicationCommunicationCommunication

StructureStructureStructureStructureConflictConflictConflictConflictChangeChangeChangeChange


Historical InsightHistorical Insight

• Options for Resolving Conflict of InterestOptions for Resolving Conflict of Interest Voluntary submission of one sideVoluntary submission of one side Struggle and victory of one side over the otherStruggle and victory of one side over the other CompromiseCompromise Integration (joint problem solving)Integration (joint problem solving)

• The Integration ProcessThe Integration Process A conflict resolution strategy in which everyone wins.A conflict resolution strategy in which everyone wins.

Sociologist Mary Parker Follett (1869–1933) believed that the Sociologist Mary Parker Follett (1869–1933) believed that the essence of collaboration and teamwork was creating the essence of collaboration and teamwork was creating the feeling of working with someone rather than over or under feeling of working with someone rather than over or under someone—the notion of “power with” rather than “power someone—the notion of “power with” rather than “power over.”over.”

Source: Oliver Sheldon, The Philosophy of Management (New York: Pitman, 1939; originally published in 1923), p. 2.


Conflict Management StylesConflict Management Styles

• AvoidingAvoiding An unassertive, uncooperative style in which the An unassertive, uncooperative style in which the

individual’s concern for self and others is low.individual’s concern for self and others is low.

• AccommodatingAccommodating An unassertive, cooperative style in which the An unassertive, cooperative style in which the

individual’s concern for self is low while the concern individual’s concern for self is low while the concern for others is high.for others is high.

• ForcingForcing An assertive, uncooperative style in which the An assertive, uncooperative style in which the

individual’s concern for self is high while the concern individual’s concern for self is high while the concern for others is low.for others is low.


Conflict Management Styles (cont’d)Conflict Management Styles (cont’d)

• CompromisingCompromising A somewhat assertive, cooperative style in which the A somewhat assertive, cooperative style in which the

individual has a moderate amount of concern for both individual has a moderate amount of concern for both self and others.self and others.

• CollaboratingCollaborating An assertive, cooperative approach in which the An assertive, cooperative approach in which the

individual has a high concern for self and others.individual has a high concern for self and others.


EXHIBIT 12.1 Interpersonal Conflict Management Styles

Source: Adapted from Thomas Ruble and Kenneth Thomas, “Support for a Two-Dimensional Model of Conflict Behavior,” Organizational Behavior and Human Performance, vol. 16 (1976), p. 145. Used with permission of Elsevier.


Principled NegotiationPrincipled Negotiation

1.1. Separating the people Separating the people from the problem.from the problem.

2.2. Focusing on interests, Focusing on interests, not positions.not positions.

3.3. Generating a variety Generating a variety of possibilities before of possibilities before deciding what to do.deciding what to do.

4.4. Insisting that the result Insisting that the result be based on some be based on some objective standard.objective standard.


EXHIBIT 12.2 Contrast of Positional Bargaining and Principled Negotiation

Source: “Positional Bargaining: Which Game Should You Play?” chart from Getting to Yes, 2e by Roger Fisher, William Ury and Bruce Patton. Copyright © 1981, 1991 by Roger Fisher and William Ury. Reprinted by permission of Houghton Mifflin Co. All rights reserved.

Problem Solution

Positional Bargaining: Which Game Should You Play?Change the Game—Negotiate on the Merits

Soft ball Hard ball Principled Participants are friends. Participants are adversaries. Participants are problem solvers.

The goal is agreement. The goal is victory. The goal is a wise outcome reached efficiently and amicably.

Make concessions to cultivate the relationship.

Demand concessions as a condition of the relationship.

Separate the people from the problem.

Be soft on the people and the problem.

Be hard on the problem and the people.

Be soft on the people, hard on the problem.

Trust others. Distrust others. Proceed independent of trust.

Change your position easily. Dig in to your position. Focus on interests, not positions.

Make offers. Make threats. Explore interests.

Disclose your bottom line. Mislead as to your bottom line. Avoid having a bottom line.

Accept one-sided losses to reach agreement.

Demand one-sided gains as the price of agreement.

Invent options for mutual gain.

Search for the single answer: the one they will accept.

Search for the single answer: the one you will accept.

Develop multiple options to choose from; decide later.

Insist on agreement. Insist on your position. Insist on using objective criteria.

Try to avoid a contest of will. Try to win a contest of will. Try to reach a result based on standards independent of will.

Yield to pressure. Apply pressure. Reason and be open to reason; yield to principle, not pressure.


EXHIBIT 12.3 Three-Step Program for Conflict Resolution

STEP 1. EVALUATING CONFLICT STYLESelf-assessment questionnaires

STEP 2. IDENTIFYING CONFLICT BEHAVIORSNonproductive behaviorsNeutral behaviors.Positive behaviors.

STEP 3. LEARNING POWERFUL CONFRONTATION REDUCTION SKILLS

Active listeningEmpathizingDisarmingInquiring“I Feel” Statements


What is Stress?What is Stress?

• Definition of StressDefinition of Stress Any external stimulus that causes wear and tear on Any external stimulus that causes wear and tear on

one’s psychological or physical well-being.one’s psychological or physical well-being.

• The Costs of StressThe Costs of Stress Two-thirds of all visits to doctors can be traced to Two-thirds of all visits to doctors can be traced to

stress-related symptoms.stress-related symptoms.

Stress is a major contributor to heart disease, cancer, Stress is a major contributor to heart disease, cancer, lung problems, accidents, cirrhosis of the liver, and lung problems, accidents, cirrhosis of the liver, and suicide. suicide.

Stress-induced systems play a major role in Stress-induced systems play a major role in absenteeism, accidents, and lost productivity.absenteeism, accidents, and lost productivity.


What is Stress? (cont’d)What is Stress? (cont’d)

• The Positive Aspects of StressThe Positive Aspects of Stress

Some amount of stress is Some amount of stress is necessary to accomplish necessary to accomplish anything meaningful.anything meaningful.

Moderate amounts of stress Moderate amounts of stress improve performance.improve performance.

The constructive dimensions of The constructive dimensions of positive stress can be a powerful positive stress can be a powerful motivator.motivator.


EXHIBIT 12.4 Coping with Difficult Behavior

HOSTILE-AGGRESSIVES:

• Stand up for yourself. • Use self-assertive language.

• Give them time to run down. • Avoid a direct confrontation.

COMPLAINERS:

• Listen attentively. • State the facts without apology.

• Acknowledge their feelings. • Use a problem-solving mode.

• Avoid complaining with them.

CLAMS:• Ask open-ended questions. • Ask more open-ended questions.• Be patient in waiting for a response. • If no response occurs, tell clams what

you plan to do, because no discussion has taken place.

Source: Adapted from Coping with Difficult People, Robert M. Bramson. Copyright © 1981 by Robert M. Bramson. Used by permission of Doubleday, a division of Random House and Carol Mann Literacy Agency, on behalf of the author.


EXHIBIT 12.5 Equilibrium and Disequilibrium


EXHIBIT 12.6 How Stress Takes Its Toll

Source: Time, Special Issue, “How Your Mind Can Heal Your Body,” January 20, 2003, pp.68–69. Copyright © 2003, Time Inc. Reprinted by permission.


Major Causes of StressMajor Causes of Stress

Organizational and Organizational and Work-Related FactorsWork-Related Factors

Organizational and Organizational and Work-Related FactorsWork-Related Factors

Life EventsLife EventsLife EventsLife Events Personal Psychological Personal Psychological MakeupMakeup

Personal Psychological Personal Psychological MakeupMakeup

StressStressStressStress


EXHIBIT 12.7 Sources of Stress

Life Event Points

Death of a spouse 99

Divorce 91 Marriage 85

Death of close family member 84

Fired at work 83

Pregnancy 78

Marital separation 78

Jail term 72

Personal injury or illness 68

Death of close friend 68

Retirement 68

Change of financial state 61

Spouse begins or stops work 58

Marital reconciliation 57

Christmas 56

Change in health of family member 56

Foreclosure of mortgage or loan 55

Sex difficulties 53

Addition of new family member 51

Change to different line of work 51

Business readjustment 50

Life Event Points

Mortgage over $10,000 48 (Present-day amount of $80,000)

Change in residence 47

Change in number of arguments with spouse 46

Change in responsibilities at work 46

Begin or end school 45

Trouble with boss 45

Revision of personal habits 44

Trouble with in-laws 43

Vacation 43

Change in living conditions 42

Son or daughter leaving home 41

Outstanding personal achievement 38

Change in work hours or conditions 36

Change in school 36

Minor violations of law 30

Change in eating habits 29

Mortgage or loan less than $10,000 27 (Present-day amount of $80,000)

Change in sleeping habits 27

Change in recreation 26

Change in church activities 26

Change in number of family get-togethers 15Source: Adapted from “The 1990’s Stress Scale,” Albuquerque Journal, December 16, 1991, p. B1. Reprinted by permission: Knight-Ridder Tribune Media Services.


Personal Psychological MakeupPersonal Psychological Makeup

• Type A behaviorType A behavior Is characterized byIs characterized by

(a) trying to accomplish (a) trying to accomplish too much in a short too much in a short time andtime and(b) lacking patience and (b) lacking patience and struggling against time struggling against time and other people to and other people to accomplish one’s ends.accomplish one’s ends.


Personal Psychological Makeup Personal Psychological Makeup (cont’d)(cont’d)• Type B behaviorType B behavior

Is characterized by Is characterized by (a) tending to be (a) tending to be calmer than someone calmer than someone with Type A behavior, with Type A behavior, (b) devoting more (b) devoting more time to exercise, and time to exercise, and (c) being more (c) being more realistic in estimating realistic in estimating the time it takes to the time it takes to complete an complete an assignment.assignment.


EXHIBIT 12.8 Behavior-Type Quiz

Source: A. P. Brief, R. S. Schuler, and M. V. Sell, Managing Job Stress (Boston: Little, Brown & Co., 1981), p. 87. Reprinted by permission of Arthur P. Brief.


EXHIBIT 12.9 Organizational and Work-Related Factors that Cause Excessive Stress

• A highly centralized organization with decision making concentrated at the top.

• Many levels and narrow spans of control.

• Excessive and continuous pressure from higher levels.

• Conflicting demands on lower levels.

• Lack of clarity with respect to organizational and work objectives.

• Widespread autocratic leadership and close supervision.

• Little or no participation in decision making by supervisor and workers.

• Inconsistent application of company policies.

• Favoritism in decisions regarding layoffs, salary increases, promotions, and the like.

• Poor working conditions.

• Poor communication.

• Lack of structure and job descriptions.

• Widespread permissive leadership.

• Technical glitches with computer interfaces.


Major Causes of Stress (cont’d)Major Causes of Stress (cont’d)

• BurnoutBurnout

A malady caused by excessive stress in the setting A malady caused by excessive stress in the setting where people invest most of their time and energy.where people invest most of their time and energy.

• Characteristics of Job Burnout CandidatesCharacteristics of Job Burnout Candidates

They experience stress caused predominantly by job-They experience stress caused predominantly by job-related stressors.related stressors.

They tend to be idealistic and/or self-motivated They tend to be idealistic and/or self-motivated achievers.achievers.

They tend to seek unattainable goals.They tend to seek unattainable goals.


EXHIBIT 12.10 MBI Subclass and Phases of Burnout

The adapted Maslach Burnout Inventory, or MBI, consists of 25 items, rated on a scale of 1 (very much unlike me) to 7 (very much like me). There are three subscales.

Depersonalization: Individuals with high scores on this subscale tend to view people as objects and to distance themselves from others. Example: “I worry that this job is hardening me emotionally.”

Personal Accomplishment (reversed): Respondents with high scores on this subscale see themselves as not performing well on a task that they perceive as not being particularly worthwhile. Example: “I have accomplished few worthwhile things on this job.”

Emotional Exhaustion: Individuals with high scores on this subscale see themselves as operating beyond comfortable coping limits and as approaching “the end of the rope” in psychological and emotional senses.

Example: “I feel fatigued when I get up in the morning and have to face another day on the job.”

Emotional exhaustion is considered most characteristic of advanced phases of burnout, and depersonalization is considered least virulent. Ratings of high or low on the three subscales determine the progressive phases of burnout, generating an eight-phase model of burnout:

Source: Adapted from Robert T. Golembiewski and Robert F. Munzenrider, PHASES OF BURNOUT Copyright © 1988, pp. 19–28. Reproduced with permission of Greenwood Publishing Group, Inc. Westport, CT.

Progressive Phases of Burnout

I II III IV V VI VII VIII

Depersonalization Low High Low High Low High Low High

Personal accomplishment Low Low High High Low Low High High

Emotional exhaustion Low Low Low Low High High High High


Ways to Cope with Personal StressWays to Cope with Personal Stress

• Methods to Cope with StressMethods to Cope with Stress

1.1. Engaging in physical exerciseEngaging in physical exercise

2.2. Practicing relaxation techniquesPracticing relaxation techniques

3.3. Gaining a sense of controlGaining a sense of control

4.4. Developing and maintaining good interpersonal Developing and maintaining good interpersonal relationshipsrelationships


A Sense of ControlA Sense of Control

• Ways to Gain Control:Ways to Gain Control: Plan. Look ahead, identifying both long- and short-Plan. Look ahead, identifying both long- and short-

term goals. term goals.

Get to know and like yourself. Get to know and like yourself.

Perceive situations as challenges rather than as Perceive situations as challenges rather than as problems.problems.

Take a long vacation rather than short vacations.Take a long vacation rather than short vacations.

Do things for others through a group or by becoming Do things for others through a group or by becoming involved in volunteer work or youth activities.involved in volunteer work or youth activities.

Provide yourself with positive reinforcement when you Provide yourself with positive reinforcement when you do a task well.do a task well.


EXHIBIT 12.12 Relaxation Techniques

Relaxation Response

Cleansing Breath

Relaxing Postures

Passive Stretches

Imagery

Five—Count ’Em, Five—Tricks.

Source: Adapted from John Carpi, “A Smorgasbord of Stress-Stoppers,” Psychology Today 29(1), January/February 1996, p. 39. Reprinted with permission from Psychology Today Magazine, copyright © 1996 Sussex Publishers Inc.


EXHIBIT 12.13 Strategies that Make You Feel Great

• Savor the moment.

• Take control of your time.

• Act happy.

• Seek work and leisure that engage your skills.

• Join the movement movement.

• Get rest.

• Give priority to close relationships.

• Take care of your soul.

Source: Adapted from The Pursuit of Happiness by David G. Meyers. Copyright © 1982 by the David G. and Carol P. Meyers Charitable Foundation. Reprinted by permission of HarperCollins Publishers, Inc.


Managing Your TimeManaging Your Time

• Time ManagementTime Management

Ability to use one’s time to get things done when they Ability to use one’s time to get things done when they should be done.should be done.

• Time Management TechniquesTime Management Techniques

The time log: where your time goesThe time log: where your time goes

Setting priorities: a “must”Setting priorities: a “must”

Handling common time wastersHandling common time wasters


EXHIBIT 12.14 The Time Management Matrix

Source: Excerpted from The 7 Habits of Highly Effective People, © 1989 by Stephen R. Covey. The Time Management Matrix phrase and model are trademarks of Franklin Covey Co., www.franklincovey.com. Used with permission. All rights reserved.


EXHIBIT 12.15 Daily Time Log

1. A activities are the most important—they are critical to your job.

2. B activities are of medium priority—important, but less so than A’s.

3. C activities are of low priority—routine and/or relatively unimportant.

To use a time log most effectively, one must establish a rating system for classifying the priority of activities to be performed in a given day, such as the following:


EXHIBIT 12.16 Eight Common Supervisory Time Wasters

• Distractions and interruptions

• Failure to set priorities

• Procrastination

• Doing routine work that subordinates could handle

• Indecision

• Personal disorganization

• Failure to delegate

• Excessive or unnecessary paperwork


EXHIBIT 12.17 How to Use Your Time More Effectively

1. Set priorities.

2. Do not procrastinate.

3. Manage the telephone effectively.

4. Make your meetings effective.

5. Learn to delegate.

6. Handle people who drop in.

7. Be decisive.

8. Get organized.

9. Stay on top of paperwork.

10. Avoid distractions and interruptions.


Important TermsImportant TermsImportant TermsImportant Terms

• burnoutburnout• integration processintegration process• life eventlife event• principled negotiationprincipled negotiation• stressstress• time managementtime management• Type A behaviorType A behavior• Type B behaviorType B behavior

BUS 51 - Mosley7e ch12

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