UNIT V

CORPORATE SKILLS
Leadership skills - Manager Vs Leader – Mintzberg’s Managerial roles –
Traits of Good leader – Time Management – Major Blocks to Time
Management – Covey’s Time Management Matrix – Time Management tips –
Negotiation Skills – Approaches of Negotiation – Avoid , Compete,
Accommodate, Compromise and Collaborate – Stages of Negotiation –
Stress Management – Causes and Consequences of stress – Stress Coping
Strategies.

Introduction
A new set of corporate abilities is required as a result of the ever-shifting dynamics of
professional practices, company strategies, and working frameworks. These talents play a
significant part in allowing individuals to consistently progress in their career path and achieve
favorable outcomes in both their professional as well as their personal lives. This is important for
assuring success in the current corporate world, which is more competitive.

5.1 LEADERSHIP SKILLS

Leadership
An executive may direct, guide, and influence others' behavior and work in order to achieve
specified goals in a given scenario through the process of leadership. The capacity of a manager
to inspire zeal and confidence in their employees is known as leadership.

According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and motivates it
towards goals.”
Leadership skills
Leadership skills are the traits and talents that individuals display that assist to monitor
processes, direct projects, and steer their staff toward the fulfillment of goals. These skills are
essential for persons who want to achieve success in their careers.

To Leaders in a position to make well-considered judgments on the mission and goals of their
business as well as the appropriate allocation of resources to carry out those directives,
leadership skills are a crucial component. The capacity to distribute tasks, to motivate others, and
to communicate clearly and concisely are all valuable leadership characteristics. Integrity, self-
assurance, dedication, and creative problem solving are also important qualities in a leader.

There are some core skills which a good leader should have. These skills can be developed by
time and practice. These are

1. Communication
2. Motivation
3. Creativity
4. Positivity
5. Feedback
6. Delegating
7. Trustworthiness
8. Work Ethics

1. Communication

The ability to convey information clearly and concisely to staff members is seen as vital.
Leaders can put into action the managerial functions of planning, organizing, leading, and
directing, as well as imparting instructions, ideas, and viewpoints to employees, conveying
information about organizational goals, providing solutions to employees' problems and issues,
and providing assistance and support in the performance of their duties, when they implement
effective communication processes. Having the ability to communicate effectively is essential,
and it should always be used in a respectful and kind manner. The leaders must ensure that all
members have access to the same resources and opportunities regardless of their caste, creed,
color, religion, ethnicity, gender, age, or socioeconomic status. When these things are taken into
account, communication goes off without a hitch.

2. Motivation

Motivation is the leadership skill that initiates, guides and maintains goal-oriented
behaviors. Motivation involves biological, social, emotional and cognitive forces to activate the
behavior of the individuals. That which motivates people to seek out and implement alteration,
whether in oneself or one's surroundings. People are motivated to make positive adjustments and
improvements when they are strongly committed to doing so. In order to get people to do their
jobs and provide the results their leaders want, they need to inspire them to do so.When the
employees are motivated, their mind-sets will be stimulated and they will be able to render a
significant contribution towards the implementation of job duties. One of the most important
ways to get people pumped up about doing their jobs is to reward and recognize them for doing
so. Offering staff things like bonuses, raises, additional perks, possibilities for advancement, and
expanded roles are all great methods to inspire them to do their best.

Creativity

The phenomena of creating something fresh and worthwhile is creativity. It is described

as the act of bringing fresh, inventive ideas to life. The capacity to observe things from several
angles is what defines creativity. Thinking and creating are the two key activities that go into
creativity. The leaders must first conceive of original ideas before putting them into action to
produce the desired results. It could be challenging for the folks to implement original ideas in
the beginning. But with consistent practice, students may expand their comprehension of them
and put them into action in a well-organized way. The organization's members are gradually
expanding their knowledge and awareness of cutting-edge concepts, independent of their origins
and classifications. They are putting them into practice as they go about carrying out their work
responsibilities and achieving corporate objectives. Increasing productivity and profitability is
 the main goal of using creativity. A variety of work responsibilities are expected of the leaders.
In all of their duties and actions, they must use creativity.

3. Positivity
Individuals face a variety of difficulties and setbacks while they carry out their employment
tasks and duties. Goals, responsibilities, infrastructure, amenities, tools, materials, technology,
resources, people, workload, development opportunities, and the physical workplace all fall
under this category. However, when issues arise related to these components, care must be
taken to address them in an organized fashion so that they don't escalate. One of the most
important qualities a leader may have and one that should be honed in every role is an
optimistic outlook. Leaders must endeavor to cultivate optimistic perspectives on all facets of
their work and environment. In order to achieve their goals and advance the organization's
human resources, executives and other staff members must instill a culture of optimism
throughout the workplace.

4. Feedback

Leaders need to improve their skills in feedback, which is an important area. The
employees are given jobs and tasks that they have to finish within a certain amount of time.
These jobs and responsibilities include things like assignments, reports, projects, production
processes, and so on. It's clear that when employees are committed to doing their jobs, they will
do their best. The results need to match what the leaders want. The main goal of feedback is to
give employees information about how well they are doing their jobs. Also, it needs to be made
sure that they are doing well and meeting their employers' expectations. When the feedback is
positive, it means that the employees did a good job. When the feedback is negative, it means
that there were mistakes or inconsistencies in how tasks and activities were done. When there are
problems, leaders need to help and support their employees to make things better. So, feedback is
an important skill for a leader to have.

5. Delegating
 When you give someone else the power to carry out certain tasks, this is called "delegating."
It is one of the most important ideas in management and leadership. The people to whom the
work is delegated are still responsible for how well the work is delegated. By giving the team
tasks and activities to do, the leaders give them more confidence, make them feel like they're
important, and help them see what they can do. When tasks and activities are given to staff
members, it shows them that their managers have faith in them and that is why they were
given the tasks and activities. This makes the staff members more engaged. Managers in
different types of organizations use the delegated leadership skill to give employees some of
their authority and responsibility. When tasks and activities are delegated to employees, they
are given the authority to finish them on their own. They are to blame for what happens as a
result.
6. Trustworthiness
The capacity to be depended on as honest and truthful is one of the components that make up
trustworthiness. It is common knowledge that leaders and other members of an organization
must collaborate and coordinate their efforts with one another in order for the company to
function effectively. In addition to this, it is essential for them to have cordial and agreeable
terms and connections with one another. When there is mutual trust between superiors and
subordinates, these variables may be put into action in a manner that is both effective and
efficient. It is widely acknowledged that trustworthiness is one of the most important
leadership qualities, as it creates the groundwork for the effective execution of one's job
responsibilities and the accomplishment of one's intended goals and objectives. Being honest,
dependable, and sincere at work is what constitutes trustworthiness in the context of the
working environment. When the leaders have confidence in the employees, they delegate
extra responsibilities to those employees. On the other hand, when employees have faith in
their managers and supervisors, they are able to comprehend the concepts and
recommendations that are provided by those individuals and put them into action when
carrying out activities and duties. Because of this, it is clear that being trustworthy is a crucial
trustworthiness for a leader to possess and one that has to be practiced frequently in order to
improve.

7. Work Ethics
 Work ethics are the convictions and principles that a person's character and talents are
strengthened by their capacity to work hard and be diligent in achieving moral advantage.
Along with having the necessary educational background, skills, and talents, leaders and other
organization members must also be well-versed in work ethics. The knowledge and
comprehension of work ethics can help managers and staff members carry out their duties and
activities efficiently so they may accomplish their intended goals and objectives. The
organization's principles and goals must be updated in order to maintain good work ethics.
These allow the leaders and other team members to efficiently perform their job obligations. It
entails putting all of your effort into finishing the given duties in the allotted amount of time.
In order to do the tasks and activities within the allotted time, the leaders and other team
members must make sure they have the necessary knowledge and skills. As a result, people
are well-equipped in terms of work ethics when they are well-aware of the techniques and
tactics to fulfill the job obligations effectively and within a set amount of time.

It is crucial to consider factors such as appearance, punctuality, attitude, character,

communication, cooperation, organizational abilities, productivity, conscientiousness, and
collaboration when evaluating work ethics. No matter where they are in the hierarchy of
employment, every person of the company has to be well-aware of these elements and
reinforce them at all times. When employees are motivated and determined to give their all to
the performance of their jobs, it shows that they have strong work ethics. Furthermore, it is
said that people have understood the meaning and relevance of work ethics when they are
timely and efficient, when they collaborate well with others, manage their time and workload,
and have a proficient awareness of the influence of non-verbal communication. As a result, it
can be said that an organization's members may successfully accomplish their professional
objectives when they have a solid understanding of work ethics.
8. Conscientiousness

Conscientiousness is the personality trait of being careful and diligent. When the
individuals are conscientious, it indicates that they possess the desire to carry out their job duties
to the best of their abilities. People who are conscientious are frequently effective and well-
organized. They are aware of their obligations and responsibilities at work. In addition to being
aware of their employment obligations, they also practice time management. They are able to set
priority for the tasks and schedule time for all of them. In order to perform successfully in one's
work obligations, one must cultivate the qualities of honesty, integrity, resourcefulness,
diligence, and morality, which are made possible by this leadership talent. To perform one's
work tasks and provide the necessary results, ethical practices must be used.When the leaders
and other members of the organization are committed to the successful execution of their work
responsibilities and to the effective growth and advancement of the company, they dedicate their
whole attention to leading to upgrades in conscientiousness.

Manager Vs Leader
A Manager and Leader sometimes are treated equally. But distinction can be made
between these two terms. Leadership is a skill and the person who possesses leadership ability is
known as a Leader. On the other hand Management is a discipline and the practitioner of this
discipline is known as the manager.

Fig.5.1 Manager Vs Leader

In an organizational setup, a manager is an important link between the firm and its stakeholders,
i.e. employees, customers, suppliers, shareholders, government, society, and so forth. He is the
one who performs basic managerial functions.

On the other hand, a leader is someone who motivates, inspires, and convinces his followers to
work voluntarily toward the achievement of the organization's goals. Although the two are
distinct, a person can only succeed as a manager after becoming a strong leader.

Table 5.1 Difference between Leader and manager

S.No LEADER MANAGER

1 Leaders have missions to accomplish Managers are goal-oriented
Managers maintain or try to achieve the
2 Leaders challenge the status quo
status quo
3 Leaders are unique Managers mimic their competitors
4 Leaders take risk Managers avoid taking risk
Leaders are willing to learn and grow
5 Managers perfect existing, proven skills
personally
6 Leaders build relationships Managers focus on goals and objectives
Leaders coach people to become a better Managers direct people to achieve the
7
version of themselves company goal
8 Results of leadership are intangible Results of management is measurable
9 Leadership is qualitative Management is quantitative
10 Leaders have fans Managers have employees

Mintzberg’s Managerial Roles

Mintzberg’s Management Roles is a Guideline that describes what Roles Managers tend to play
on a daily basis.These Roles were established by Henry Mintzberg in 1990.

According to Mintzberg, there are 10 main Roles that Managers usually play.

These Roles are classified into 3 different categories:

1. Interpersonal Roles.
2. Informational Roles.
3. Decisional Roles.
 Fig.5.2 Mintzberg’s Managerial roles

1. Interpersonal Roles
 Figurehead –Role-model the appropriate actions that the team should take. The group
will seek to the manager or leader of a lead for guidance on how to conduct themselves in
the workplace.
 Leader – Giving the team or other business participants leadership. Setting, managing,
and maintaining performance standards happens here.
 Liaison – Communicating both inside and outside the team. It's important to establish a
strong network and get to know people in the industry.

2. Informational Roles
 Monitor – Checking that performance requirements are being met while observing and
supervising the team. observing and keeping up with developments in the company and
the sector it operates in in order to inform the team
 Disseminator – Communicating useful and relevant information to the team
 Spokesperson – Communicating information about the team and the business to people
outside.

3. Decisional Roles
 Entrepreneur –Bringing about the essential transformation for the team and the
company. identifying problems, coming up with innovative solutions, and successfully
implementing change
 Disturbance Handler – Clearing obstructions. When people disagree or cannot agree on
a course of action, the leader has a duty to facilitate talks.
 Resource Allocator – Giving the correct jobs to the people who have the necessary
talents and enthusiasm for the tasks at hand. This can entail giving projects the
appropriate funding and tasks the appropriate people.
 Negotiator – Participating in talks with the group, the company, and third parties
Traits of Good Leader
1. Physical appearance- An attractive appearance is necessary for a leader. A good leader must
have a nice physique and be in good health.

2. Vision and foresight- If a leader doesn't show that he is looking ahead, he will lose his
influence. He must envision circumstances in order to create logical programs..

3. Intelligence- A good leader should have the intelligence to analyze issues and challenging
circumstances. He ought to be logical, weighing advantages and disadvantages before
summarizing the circumstances. A mature attitude and a good outlook are so crucial.

4. Communicative skills- A leader must be able to effectively, precisely, and concisely

articulate the policies and processes. In terms of persuasion and stimulation, this can be
useful..

5. Objective- A leader must have an objective viewpoint that is free from prejudice and does
not indicate his inclination to support a specific person. He ought to form his own judgment
and be guided by logic and fact.

6. Knowledge of work- A leader should be very precisely knowing the nature of work of his
subordinates because it is then he can win the trust and confidence of his subordinates.

7. Sense of responsibility- It is essential to take responsibility and be accountable for one's own
job in order to feel as though one has some degree of influence. A sense of responsibility
toward the goals of the organization is essential for a leader to have because it is the only way
for him to maximize the utilization of his strengths in a meaningful way. In order to
accomplish this, he needs to inspire himself and stir up the desire to perform to the best of his
skills. Only after that would he be able to inspire his subordinates to perform to their full
potential.
8. Self-confidence and will-power- Confidence in himself is important to earn the confidence
of the subordinates. He should be trustworthy and should handle the situations with full will
power.

9. Humanist-This quality is absolutely necessary for a leader to possess due to the fact that he
interacts with people on a daily basis and maintains close personal relationships with them.
He needs to tackle the personal issues that his subordinates are experiencing with a high level
of care and attention. Therefore, treating human beings on humanitarian grounds is absolutely
necessary in order to establish a pleasant environment.

10. Empathy- The proverb "Stepping into others' shoes" is an old one. This is crucial because it
is at this point that impartiality and fair judgment emerge. A leader needs to be aware of the
issues and grievances of the workforce as well as fully comprehend their needs and goals.
Enhancing interpersonal connections and human relations with employees is made easier by
doing this.

5.2 TIME MANAGEMENT

Introduction:

Planning and balancing your time between various activities is known as time management.
In spite of obstacles and constrained time, effective time management enables you to finish
a task in a predetermined amount of time. Strong time management skills enable you to
advance in your career and improve your reputation at work by managing your schedule and
deadlines.

Major Blocks to Time Management

Time management is a skill that takes a lot of practice, and there are many things that can get in
the way. Here are some barriers to effective time management.

 Anxiety. Anxiety can be a nuisance, but it can also feel completely overwhelming. Severe
anxiety can result in avoiding work or school, or even isolating from friends and family.
  Expectations. Managing time effectively quickly becomes impossible when you're trying
to satisfy everyone else's goals.
 Perfectionism. Motivation to manage time effectively decreases when you're trying to be
perfect. Many people give up on what they're doing rather than finishing it through and
"failing" by not meeting their perfectionistic standards.
 Distraction. Society today is full of distractions.

Covey’s Time Management Matrix

The Covey time management grid is an effective method of organizing your priorities. It
differentiates between activities that are important and those that are urgent.

• Urgent activities require immediate attention and are frequently associated with the
accomplishment of someone else's goals.

• Important activities have a result that leads to the achievement of your goals, whether these are
professional or personal.

Inevitably, there is a tendency to focus on things that are urgent and often the urgent things are
also important.

Stephen Covey’s approach to time management is to create time to focus on important things
before they become urgent. Sometimes, this simply entails starting earlier. The real skill is
investing time in procedures that allow you to complete tasks more quickly, easily, or
automatically.
 Fig.5.3 Covey’s Time Management Matrix

Quadrant 1: Urgent and important

Q1 involves responsibilities or tasks related to critical results and require urgent attention.Due to
their urgency and importance, the items in this quadrant may also be stressors. By being aware of
these tasks and categorizing them appropriately, you can make sure you devote the necessary
time and effort to them. Items that fall into Q1 have the following qualities

 Impending deadlines
 Direct relation to time-sensitive goals
 Involve alleviating immediate risk

This quadrant is located top left in the matrix.

Quadrant 2: Not urgent but important

Q2 involves focusing on activities to develop a sense of discipline and commitment, as well as

identifying and working on things you can control. Some Q2 items may have the following
qualities

 Require planning or additional steps

 Direct relation to overall goals

This quadrant is located top right in the matrix

Quadrant 3: Urgent but not important

Activities in Q3 are urgent and assume some form of importance in the moment. These are likely
items that can be reduced or removed from your workflow. They likely have some of the
following qualities
  Result of poor planning of items in Q1 and Q2
 Interrupting productivity
 Distraction

This quadrant is located bottom left in the matrix.

Quadrant 4: Not urgent and not important

Tasks in Q4 are more likely able to be removed completely or reduced. It is important to identify
which items belong in this quadrant so you know which tasks to classify as lowest priority.
These items typically have the following qualities

 Cause the least amount of stress

 Not directly related to overall or time-sensitive goals

This quadrant is located bottom right in the matrix

Time Management Tips

Tips for Time Management Today, having excellent time management skills is essential for
survival.

We all have a growing number of responsibilities to our families, friends, work, professional
associations, and the community.

Utilizing learnable skills is necessary for effective time management. Both in our personal and
professional lives, we can apply these time management abilities and techniques. Here are some
pointers for managing your time both at work and at home:

1. Each day, spend no more than ten minutes formulating a plan. If you don't plan, you're
planning to fail.
2. Any and all work that can be should be delegated.
3. Assign a priority value to your non-delegated tasks or goals. You should have A, B, and
C values. Do the high priority A goals first since they require the most energy and are the
most challenging. Do not give in to temptation and pursue you less challenging B and C
goals first. This only depletes the energy you need for the A goals.
4. Figure out the two hours (give or take) each day when you have the most energy. Do your
best work during that time frame. Find your "low" point in the day and do the boring stuff
then.
5. One of the biggest time wasters is striving for perfection. Figure out where perfection is
absolutely required and where it isn't, and prepare accordingly.
 6. Do not waste time by putting things off. To delay doing something without a valid
excuse. You can avoid this by questioning your justifications and dividing the work into
manageable chunks. You should also try to identify the underlying causes of your
procrastination.
7. Always check in with yourself and ask, "Am I spending my time wisely right now?" If
not, you should change what you're doing.
8. Avoid the stress of overscheduling by keeping your daily schedule flexible and assigning
substantial blocks of time to specific tasks.
9. Prioritize and concentrate your energy on tasks that are the most important; activities with
the greatest potential for lasting influence on the greatest number of people for the
longest possible time frame.

5.3 NEGOTIATION SKILLS

Negotiation
A common way that parties deal with conflict is via negotiation. An agreement can be reached
through negotiation between two or more parties

Negotiation is the process of discussing each individual's position on a topic and attempting to
reach a solution that benefits both parties. We frequently intervene and engage in negotiation
when a conflict is in progress, but there doesn't need to be a conflict for there to be a chance for
negotiation. It may involve talking about how goods and services are traded (or just jockeying
for position on a sidewalk).

All negotiations share four common characteristics:

• The parties involved are somehow interdependent

• The parties are each looking to achieve the best possible result in the interaction for
themselves
• The parties are motivated and capable of influencing one another
• The parties believe they can reach an agreement
Negotiation skills are inherent qualities that help two or more parties agree to a common logical
solution. In the workplace, you may have to display your negotiating skills in various situations
such as

 Negotiating a salary hike with the HR manager after promotion

 Negotiating a project deadline with your team lead or manager
 Negotiating few days off for a family holiday with your manager
 Negotiating contract terms with a potential customer

Lack of negotiation skills affects the business bottom line and could ruin customer relationship.
Negotiation skills are soft skills and essential to become a negotiator and resolve workplace
conflicts.

Approaches of Negotiation
Everyone engages in daily negotiations, as was already mentioned. People consequently adopt
various negotiation philosophies. People frequently rely on their preferred negotiation style
because it has been successful in the past or because it suits their temperament. Instead of
adapting their negotiation approach to the particular circumstance, people frequently use the
same style to resolve conflicts. Continually using the same negotiation strategy can lead to a bad
result.

You should always consider using different negotiation stances to suit the circumstances when
playing the game of negotiation. There are numerous ways to bargain, and they include
competition, cooperation, compromising, accommodating, and avoiding.

Negotiators with experience know when and how to employ each style. How do you determine
the conditions in which to choose a particular style? You must consider two crucial factors in
order to select the proper style:

1. The outcome – what you might lose.

2. The relationship – how the negotiation will affect you your relationship with the other
party.
Every time you are set to begin anegotiation, these are the two critical factors to consider in
selecting your style. How important is the outcome to be gained by the negotiation? How
important is the past, present, and future relationship with the other party? With this model in
mind, we can examine the characteristics, strengths, and weaknesses of the five styles of
negotiation as follows:

5.4 Approaches of Negotiation

Competition (win-lose):

The traditional "I win, you lose" model of negotiation is competitive. In this manner of
negotiation, the other party may even suffer as a result of the desire to win. Hardball tactics are
used by competitive negotiators to get what they want without considering the needs of the other
party. When the outcome is crucial but the relationship is not, a competitive negotiation style is
advantageous. When the party's goals are short-term and incompatible, this style may be helpful.
The most significant advantages are the observable ones. When you anticipate that the other
party will be competitive, the competition style can be a useful counterbalance.
However, the competition negotiation style is very dangerous. It can be expensive, time-
consuming, and frequently results in a standstill. Inexperienced negotiators who either think this
is the only effective style or who have had success using it in the past frequently use it.
Collaboration (win-win):
A collaborative negotiation approach aims for a "I win, you win" outcome as opposed to a
competitive style. The goal of this win-win strategy is to ensure that the needs of all parties are
addressed. Both the relationship and the result matter with this approach. The goal is to maintain
the relationship while maximizing the result. When building and maintaining relationships are
crucial, both parties are eager to comprehend one another's requirements and goals, and a long-
lasting and innovative solution is required, a collaborative method is acceptable.

Because it necessitates spending time and effort coming up with creative solutions, a
collaborative negotiation method is frequently the most challenging to adopt. It works well in
circumstances where the parties' objectives are similar, like inside a family or organizational
structure.

Compromise (split the difference):

Unlike the collaborative style, the compromising negotiation style follows a “I win/lose some,
you win/lose some” model. Compromising is the style most people think of as negotiation, but it
is really only bargaining. Compromisers use this style instead of finding a solution that fully
benefits everyone.

Compromise tactics produce an agreement that is roughly halfway between both parties' initial
viewpoints and are frequently referred to as "splitting the difference." In many situations,
compromising is the right approach. Compromise does result in advances on the outcome
dimension and demonstrates some concern for the relationship. The needs of each side may be
somewhat met, but it does not maximize the situation the way teamwork might. The sensation
that you contributed too much and didn't get enough in return, nevertheless, might frequently
result. Therefore, this approach works well when time constraints limit players from truly
collaborating but still want to create beneficial outcomes and relationships.

Accommodation (lose-win):
This technique is the exact opposite of the competitive style and is sometimes referred to as the
"I lose, you win" concept. The relationship is everything to accommodating negotiators, and the
result is unimportant. When one party has harmed another and the relationship needs to be
repaired, the accommodating style may be adopted. Additionally, this approach can be preferable
in the hopes of gaining more support and aid from the accommodating party in the future.

Because it helps to improve personal factors, accommodation is occasionally the ideal approach
to take. It can strengthen bonds between people and foster trust and respect. The main
disadvantage, though, is that it could come off as being patronizing to the other person or making
them uncomfortable because it's an easy win.

Avoidance (lose-lose):
This style is the “I lose, you lose” model. When the relationship and the outcome are not crucial,
this approach is taken. Time and effort invested in negotiations can be costly. Do the expenses of
negotiating outweigh the benefits to relationships and the likelihood of success? If not, it could
be better to avoid negotiations altogether. This tactic is carried out by stepping back from
ongoing negotiations or by avoiding them altogether.An avoidance style is used infrequently in
negotiating and is often used when the negotiation concerns a matter that is trivial to both parties.

Stages of Negotiation
Almost everyone interacts in groups and organizations during negotiation stages. Negotiation
abilities are essential in today's loosely organized firms where employees work with coworkers
over whom they have no direct control and sometimes not even a shared boss
 Fig. 5.5Stages of Negotiation

Let’s take deeper look into each stage.

Stage-1: Preparation and Planning

You (as a party to the negotiation) must decide and make clear your own goals in the negotiation
during the planning and preparation stage. This is the time to define and fully comprehend the
terms and circumstances of the transaction and the nature of the conflict. What do you hope to
take home with you?

This is the time for you to consider how the other party might feel. What objectives do they have
for this conversation? Who will ask for what? Do they have any secret goals that you might not
be aware of? What might they accept, and how does that compare to the result you want?

Now is the moment to plan your approach to the discussion. In the part after this, we'll cover
strategies in more detail.
Stage-2: Definition of Ground Rules

After the planning and strategy development stage is complete, it’s time to work with the other
party to define the ground rules and procedures for the negotiation. This is the time when you
and the other party will come to agreement on questions like

 Who will do the negotiating- will we do it personally or invite a third party?

 Where will the negotiation take place?
 Will there be time constraints placed on this negotiation process?
 Will there be any limits to the negotiation?
 If an agreement can’t be reached, will there be any specific process to handle that?

Usually it’s during this phase that the parties exchange their initial positions.

Stage-3: Clarification and Justification

The stage of explanation and justification can start after the original positions have been traded.
Your initial position or requests will be explained, clarified, supported, and justified by both you
and the other party. This is an opportunity for you to explain your viewpoint to the opposing side
and learn more about how they feel about their position. Each of you could use this chance to
describe how you came to hold your current position and to provide any supporting
documentation. Each party could use this chance to reassess their original negotiation strategy
and decide whether it still represents the best course of action.

Despite the fact that in some talks it may be difficult to avoid, this doesn't need to be and
shouldn't be combative. However, if tensions are high going into this round of the discussion,
these feelings will start to boil over at this point. You must control your feelings in order to start
real haggling.

Stage-4: Bargaining and Problem Solving

This is the essence of the negotiation process, where the give and take begins.

To accomplish the objectives decided upon throughout the planning and preparation process,
both you and the other party will employ a variety of negotiation techniques. If the other party's
argument is strong and convincing, you will use all the material you obtained throughout the
planning and preparation phase to present your case and support your viewpoint. If necessary,
you may even decide to switch your position.

The parties to a negotiation benefit from each other's communication abilities through active
listening and feedback. Additionally, it's crucial to stay on topic and permit an impartial dialogue
to take place. Keep your emotions under control. Both parties should eventually reach an
understanding.

Stage-5: Closure and Implementation

It is at this point, after an agreement has been met, that policies must be devised to carry out and
oversee the agreement's conditions. They formalize everything by putting it into a framework
that all sides may accept.

Formalizing the agreement can mean everything from a handshake to a written contract.

5.4 STRESS MANAGEMENT

Stress
Humans' physical and mental responses to changes, occasions, and circumstances in their lives
are known as stress. Stress affects people differently and for different reasons. Your
interpretation of an event or circumstance determines how you will respond. If you have a
negative perspective on a situation, you'll probably feel upset—overwhelmed, under pressure, or
out of control. The more prevalent type of stress is distress. The other type, known as eustress, is
also referred to as "good stress" because it arises from a "positive" perspective on an incident or
circumstance.
 Stress Management
Stress management is defined as the tools, strategies, or techniques that reduce stress and reduce
the negative impacts stress has on your mental or physical well-being.

There are numerous methods for managing stress. These include behavioral, emotional, and
mental techniques. We can maximize our well-being when stress management is practiced
frequently and in reaction to stressful life circumstances.

Causes of Stress
Stress can be positive or negative:Stress is good when the situation offers an opportunity to a
person to gain something. It acts as a motivator for peak performance.Stress is negative when a
person faces social, physical, organizational and emotional problems.

Factors that are responsible for causing stress are called stressors.

1. Career Concern:An employee may become stressed if he believes he is far behind on the
corporate ladder. He could feel stressed if it looks like there are no prospects for him to
progress himself. Therefore, unmet career expectations are a major source of stress.
2. Role Ambiguity:It happens when the person is working and is unsure about his duties. His
duties and obligations are unclear. The worker is unsure of his responsibilities. It causes the
worker's thoughts to get confused and causes tension.
3. Rotating Work Shifts: Individuals who work several shifts may experience stress. Employees
could be required to perform the night shift after a few days on the day shift. That could make it
difficult for the employee to get used to the shift timings, which could have an impact on both
their personal and family lives.
4. Role Conflict: It happens when people have various expectations of the person filling a specific
function. It can also happen when a person's job falls short of expectations or when a job
requires them to act in a way that goes against their moral principles.
5. Occupational Demands: It happens when people have various expectations of the person
filling a specific function. It can also happen when a person's job falls short of expectations or
when a job requires them to act in a way that goes against their moral principles.
6. Lack of Participation in Decision-making: Many experienced employees feel that
management should consult them on matters affecting their jobs. In reality, the superiors hardly
ask the concerned employees before taking a decision. That develops a feeling of being
neglected, which may lead to stress.
7. Work Overload: Excessive workload leads to stress as it puts a person under tremendous
pressure. Work overload may take two different forms:
a. Qualitative work overload implies performing a job that is complicated or beyond the
employee's capacity.
b. Quantitative work overload is a result of many activities performed in a prescribed time.
8. Work Underload: In this scenario, the employee is expected to perform either too little or
relatively simple labor. Less labor or basic, repetitive tasks would result in monotony and
boredom, which can cause stress.
9. Poor Working Conditions: Employees may be subject to poor working conditions. It would
include bad lighting and ventilation, unhygienic sanitation facilities, excessive noise, and dust,
presence of toxic gasses and fumes, inadequate safety measures, etc. All these unpleasant
conditions create physiological and psychological imbalance in humans thereby causing stress.
10. Lack of Group Cohesiveness: Every group has cohesiveness, albeit the levels of cohesiveness
vary greatly. When there is disunity within a work group, people become stressed. In groups,
there is mistrust, jealousy, frequent fighting, etc., and this causes stress in the workers.
11. Interpersonal and Intergroup Conflict: These disagreements between two or more people or
groups result from disparities in perceptions, attitudes, values, and beliefs. Members of the
group may experience stress as a result of these disputes.
12. Organizational Changes: People must adjust to changes as they happen, which can be
stressful. When there are major or unusual changes, like the adoption of new technologies,
stress levels are higher.
13. Lack of Social Support: People are better able to handle the impacts of stress when they feel
like they have the friendship and support of others at work. When there isn't this kind of social
support, employees are under higher stress.

Consequences of Stress
Stress can have a number of consequences. As we already noted, if the stress is positive,the
result may be more energy, enthusiasm, and motivation. Of more concern, of course,are the
negative consequences of stress.
 Fig.5.6Consequence of Stress

A. Consequences for the Individual

Stress shows itself in a number of ways. An individual who is experiencing stress may develop
the following symptoms:

1. Physiological symptoms

(i) Stress

(ii) Anxiety

(iii) Depression.

2. Psychological symptoms

(i) Job dissatisfaction

(ii) Tension

(iii) Poor job performance.

3. Behavioural symptoms

(i) Drug abuse

(ii) Absenteeism

(iii) Sleeplessness.

In everyone's life, there will be stress. Stress is not always harmful or negative; for instance,
modest stress may result in an increase in an employee's activity and performance. It would seem
that those who work in particular professions, such as the creative industry (for instance,
newspaper writers and television broadcasters who operate under time constraints), would
benefit from a low amount of stress. But excessive stress can have negative effects on both the
workers and the business. These are divided into three categories: behavioral, psychological, and
physical effects.

(i) Physical Consequences: Employees' physical health is greatly impacted by stress. Excessive
levels of stress can cause heart disease, ulcers, and arthritis as well as high blood pressure,
cholesterol, and blood sugar levels. Up to 90% of patients, according to health care providers,
report having stress-related symptoms or problems.

(ii) Psychological Consequence: Apart from physical consequences, stress has psychological
consequences also. High levels of stress may be accompanied by anger, anxiety, depression,
nervousness, irritability and tension. These psychological outcomes of stress, in turn, lead to
lowering of self-esteem, resentment of supervision, inability to concentrate and make decisions
and job dissatisfaction. These all boil down to poor job performance.

(iii) Behavioural Consequences: Long-term stress can also have a negative impact on an
employee's behavior. Stress can have negative effects on an employee's behavior, such as under-
or overeating, insomnia, increased drinking and smoking, and drug usage. Then there is turnover,
tardiness, and absenteeism. For instance, stressed-out employees may react by getting intoxicated
and missing work the following day due to a hangover. That might eventually resign or lose their
job. The turnover rates also rise as the absenteeism rate rises in the interim. Both end up being
quite expensive for the company in terms of replacing departing employees and covering for
those who are away. In any case, a result of high levels of professional stress is an increase in
alcoholism and drinking at work.

B. Consequences for the Family

Distress which is handled by individuals in dysfunctional ways such as resorting to

drinking or withdrawal behaviours, will have an adverse effect on their family life. The effects of
this will be spouse abuse, child abuse, alienation from family members and even divorce. The
stressors which generally affect the family life are :

(i) Many personal responsibilities of various kinds are required of the spouses in dual
career homes where both partners are pursuing careers (both to their jobs and
families). Due to the fact that both partners must manage their occupations and assist
the family, the couples face stress due to role overload.
(ii) Managing the personal, social, and cultural challenges of juggling job and family,
carrying out parental duties, dealing with competition at the workplace and within the
family, and being an active part of the extended family adds additional stress.
C. Consequences to Organizations

The effects of employees stress on organizations are many and varied. These include :
(i) Low performance and productivity.
(ii) High rate of absenteeism and turnover.
(iii) Loss of customers due to poor attitudes of workers.
(iv) Increased alienation of the worker from the job.
(v) Destructive and aggressive behaviours resulting in strikes and sabotage.

The strains endured by workers in crucial positions who are in charge of maintaining public
safety can occasionally be harmful to the satisfaction of the clients they serve. For instance, the
strain on an airline pilot, train driver, rail guard, or air traffic controller might lead to the death of
a great number of people. Therefore, there are significant costs associated with employee stress
to the corporation in terms of lost earnings, deteriorating assets, poor image projection, negative
reputation, and lost prospective business.

Stress Coping Strategies

Recognizing the symptoms of potential stress is the first step in managing with it. Having
trouble sleeping, drinking more alcohol or using other drugs, having trouble concentrating,
getting angry easily, feeling melancholy, and having low energy are all indications that you
may be stressed.

In order to help your body control stress, practice general healthy habits every day such as:

 Eating a healthy diet

 Getting enough sleep each night
 Getting at least thirty minutes of exercise on five different days each week
 Moderating caffeine intake
 Keeping in touch with friends or loved ones who are sources of emotional support
 Obtaining proper healthcare

Top 10 Stress Coping Techniques for Students

In addition to practicing healthy, stress-reducing habits regularly, there aresome specific

coping techniques that may help students during times of greater stress.
1. Get Enough Sleep
Due to their busy schedules, students are infamous for skipping sleep. Unfortunately,
being sleep deprived gives you a clear advantage over others. You work less efficiently,
might learn more slowly, and might even be risky to drive about in.
2. Use Guided Imagery
Additionally, anxious students who are dealing with social, academic, and other pressures
may find guided imagery to be a helpful and effective technique. You can settle down,
separate from what's stressful, and lessen your body's stress response by using
visualizations.

3. Exercise Regularly
Regular exercise is one of the healthiest ways to let off steam. According to research,
students who engage in regular physical activity report feeling less stressed. 7 Even
though these kids still face the same social, academic, and personal pressures as their less
active counterparts, they find these difficulties to be less demanding and more
manageable.
4. Take Calming Breaths
When your body is experiencing a stress response, you’re often not thinking as clearly as
you could be. You are also likely not breathing properly. You might be taking short,
shallow breaths. When you breathe improperly, it upsets the exchange of oxygen and
carbon dioxide in your body.

5. Practice Progressive Muscle Relaxation (PMR)

Another great stress reliever that can be used during tests, before bed, or at other times
when stress has you physically wound up is progressive muscle relaxation (PMR).

6. Listen to Music
A convenient stress reliever that has also shown many cognitive benefits, music can help
relieve stress and calm yourself down or stimulate your mind depending on what you
need in the moment.
7. Build Your Support Network

Having emotional support can aid in forming a stress-resistance buffer. Unfortunately, for
some students, interpersonal relationships can also be a cause of anxiety. Students may
experience major upheaval and stress due to changes in friendships, breakups in
relationships, and life upheavals like leaving home for college.

8. Eat a Healthy Diet

A balanced diet can reduce stress in a number of ways. By altering your diet, you can
avoid mood swings, dizziness, and other diet-related side effects.

Unfortunately, students frequently have bad eating habits. Stress-related difficulties

might make it more difficult to maintain a regular healthy diet, but other issues, like
money, access to cooking facilities, and time to prepare healthy meals, also make it
harder for students.

Some tactics that can help students make healthy choices include:

 Eating regularly
 Carrying a water bottle to class
 Keeping healthy snacks such as fruits and nuts handy
 Limiting caffeine, nicotine, and alcohol intake

9. Find Ways to Minimize Stress

One way to improve your ability to manage student stress is to look for ways you cut
stress out of your life altogether. Evaluate the things that are bringing stress or anxiety
into your life. Are they necessary? Are they providing more benefits than the toll they
take on your mental health? If the answer is no, sometimes the best option is just to ditch
them altogether.
 This might mean cutting some extracurricular activities out of your schedule. It might
mean limiting your use of social media. Or it might mean learning to say no to requests
for your time, energy, and resources.

10. Try Mindfulness

The practice of mindfulness entails paying more attention to the here and now. The point
is not to judge or react or avoid situations, but to be present and aware of your emotions
and reactions to them, and to accept them without judgment.

*****