Optimum Performance Of Women At Work Environment By Reduce And Manage Stress

Women employee's stress can be managed if some efforts are made in a smart manner.Therefore make an attempt to discover the healthy change for Women.When women employee feel overwhelmed, they lose confidence and become irritable, making them less productive and effective and their work less rewarding.Beyond interfering with job performance and satisfaction, intense stress can also lead to physical and emotional health problems in women employees.
Introduction:

Woman's works stress is a subjective experience, it can be explained as pressure upon a women's employees psychological system which arises out of complexity of her work life.Stress in women basically upon a psychological set up, it also in turn affects her physical and behavioral system so she cant give optimum performance to the organization.

How the individual woman employee responds to the stressor depends upon her personality,her perceptions, and her past experience. Some stress on women is necessary in that it assests them in achieving both personal goals and work.However too much stress in women can make those goals harder to achieve.Every woman responds differently to stress. But some woman employee function well under significant stress while other doesn't.Stress is the reaction on women employee has to excessive pressure.The rapid pace of today life and everyone increased expectation mean that women have to tolerate more pressure now than ever before.Women stress is a condition arising from the interaction of the people and their jobs and characterized by the changes within the people that force them to deviate from her normal functioning.

Women stress can manifest itself in both a positive way and negative way. It is positive when the situation offers an opportunities for her to gain to something and it is negative when stress is associated with social, physical, emotional and organizational problems.Too much stress is might lead to decline in performance of the individual.Thus overall productivity and quality will suffer leading to reduce margin of profit.Stress in the workplace reduces productivity, increases management pressures, and make people ill in many ways.

Rational of research work:

Women and men both are responding differently to stress. Women also report having more to worry about each day. Men on average worried about three things on a daily basis.Women may suffer from mental and physical harassment at workplace apart from the common job stress.Sexual harassment has been a major source of worry for women in workplace since long time.Sexual harassment means to unwelcome conduct of a sexual nature that affects the job related performance of an individual employees.Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individual's performance and overall performance.One or more of host of physical and mental illness manifest job stress.In some case job stress can be disabling.In chronic cases psychiatric consultation is usually required to validate the reasons and degree of work related stress.Women stress can be managed if some efforts are made in smart manner.Therefore make an attempt to discover the healthy changes for women.

Aims $ scope of present work:

Every women has multiple roles to perform successfully. A women is a work mother,wife,boss junior and friend and so on.In her diverse roles she comes into contact with stress as it is difficult to perform equally in all diverse role.It is necessary to control women stress in the initial stage itself. To have balanced approach to understanding work stress in work employee it is necessary to recognize that employment provides rewards that are both internal and external.Although increasing rewards of work can offset its stressful, the physical environment and the psychosocial condition of employment can have deleterious on women employees mental and physical well being.

Using key performance indicators for effective project management

The key to success of a business is dependent on good management information. Thus while monitoring profitability and cash flows, a business also need to keep its Key Performance Indicators key performance indicators under a tight check.

Key performance indicators are quantifiable measurements that reflect the critical success factors of an organization. Based on beforehand agreed measures, they reveal a high-level snapshot of the organization. They vary depending on the kind of organization they characterize; for instance a business may have a key performance indicators as the annual sales volume, while key performance indicators of a social service organization may have to do more with the number of people helped out. Moreover, colleges may have number of students graduating per year, as one of their key performance indicators.

Thus before any Key Performance Indicators are selected, it is vital to identify what the organization’s goal is, which are in turn dependent upon the its mission and its stakeholders. Consequently, key performance indicators act as a major of process towards these goals. Whatever they may be, they must be critical to the success of the organization.

The application of Key Performance Indicators provides business executives with a high-level, real-time view of the progress of a company. They may consist of any combination of reports, spreadsheets and charts. They may be sales figures, trends over time, supply chain information or any other long-term consideration which may be essential in gauging the health of the organization. However, it should be noted that Key Performance Indicators should not only reflect the organizational goals but should also be quantifiable.

For a Key Performance Indicator to be of any value there must be a way to accurately define and measure it. This is so because a key performance indicators may meet the criteria of reflecting the organizational goal, which may for instance pertain to being the most popular company. However, since a company’s popularity can not be measured or compared to others, therefore the key performance indicators would be useless.

Considerations regarding how a Key Performance Indicator is to be measured should also be established in advance. Definitions as to exactly how the indicator is to be calculated and whether it is to be measured in dollar amounts or units should also be specified. Moreover, it is imperative that the organization then sticks to these definitions from year to year in order to allow for annual comparisons.

After the Key Performance Indicator has been defined and a way to measure it has also been determined, a clear target has to be demarcated which should be understandable by everyone. The target should also be specific so that every individual can take actions towards accomplishing it.

Here it is needless to say that to achieve a particular target level of Key Performance Indicator for a company, every department has to work in synergy towards it. For this purpose, all the units of an organization need to define their respective key performance indicators which should in turn work towards accomplishing the overall key performance indicators of the organization.

It is important that after Key Performance Indicators and their relative components have been identified, they should be used as a performance management tool. Best ways to represent variance should be defined, eventually making sure that everyone in the organization is focused towards meeting target levels of the Key Performance Indicators.

Using Performance Appraisals to Enhance Employee Performance

Using Performance Appraisals to Enhance Employee Performance The annual performance appraisal is an opportunity to enhance employee performance and create greater success for the company and the individual। Our intent is to explore how coaching skills can be used in creating a good performance appraisal experience for both the employee and the supervisor and how to keep good performance going throughout the year.

Start with vision.

It's important to start with vision: the company's and the employee's. What is the company vision? The company vision should be compelling and known by staff. When staff don't know the owner's vision for the company it is hard for them to help move it forward. Having a clear and compelling vision that employees can buy into provides a foundation for success.

But what drives the individual isn't the bosses vision, the company's vision, but their own compelling vision.

• Employees can embrace the company vision but
• True success comes from within and from personal vision
• Personal vision should be compelling and tie into the company vision
• Do you know your employees dreams and visions for their lives and career

Take time to create a vision.

If the employee hasn't thought about their vision, take the time to create a vision with them. Does their vision, their passion tie into the company vision? Can you as the supervisor help the employee to achieve their vision? What if their vision is your job? Well, that's great. As supervisors, managers and leaders part of our role is mentoring and developing our employees. It's great to have employees that are motivated to learn and grow. It's also great to have employees that know your job and can do it competently.

Compelling visions are personal, written in the present tense, as if they are happening now, and point to an exciting future। Encourage your staff to write their own compelling vision and share it with you.

Our current appraisal framework.

Often the manager talks about issues that the employee didn't know was coming. Today we are talking about how to re-frame the experience for both the employee and the manager. With the manager as a coach and partner committed to the employee's success the environment can shift. The goal is to re-frame the experience, creating a positive, goal oriented environment that thrives on success and enhancing performance. In working with many groups of people solving problems, when they focused on what was going well and built upon it they were more successful than when they worked on what the problems were that they were having and what they needed to improve. In focusing on solutions, they ultimately identified the things that needed improvement as well.

It's important to recognize your feelings about performance appraisals and to imagine the employee's perspective.

• History of being an uncomfortable experience
• Re-frame the experience & create a positive, goal oriented environment that thrives on success, enhancing performance
• An opportunity to tune into the person and find out what is going on with them
• Create a plan for the upcoming year.
• Most individuals want to be successful

Use coaching skills to develop success and excellence.

Where are we at now? After you have created a compelling vision, find out where we are at right now, using five key coaching questions you can quickly get to where the employee is at. In these questions you have the opportunity to create powerful positive energy, find out what the gaps are and what the resources needed are. In talking about what would be ideal you are also focusing a bit back on the vision, but you are also pointing in the direction that you need to go - so how do we get there?

As the supervisor, I see my role as one of supporting my staff so that they can do their job, I'm their coach, their success partner and the person that is helping to get them the resources they need to do their job. As the director of an outdoor center, my job was to get the clients there, but it was also to make sure that our resources were there for the client, we had the infrastructure we needed to provide the service - the ropes course, trained staff, food for meals

Create plan for excellence performance.

You, the supervisor become the partner or the coach - coaching for success. In creating a plan focused on success for the employee, the manager begins to shift the paradigm to one of employee and coach/partner. As supervisors, our role is build successful teams and we have to have successful team members in order to do that. If we focus on creating success we are more likely to create it. Focus on the positive, the solutions. What's going right, how do we create more of it? In working with teams I have found that when I focus on what they are doing well and how we do more of it - we build on our success.

When we create goals that are SMART, we can measure them, and track their progress. If goals are soft, not measurable it becomes difficult to progress the plan or give any feedback. So, how do we make them measurable? Measurable is countable, how many, when, who?

Goal Planning

• Goals tie into the company vision and the employees vision.
• Goals Point to an exciting future.
• They are positive, specific, measurable, attainable, relevant and time bounded

Tips for Setting Goals

• Start with the RESULT in mind.
• Set SMART goals.
• Make it easy to see the next steps.

Build in accountability

Building in accountability in your annual success plans is the key to success. How many performance appraisals have you had or have you done, that didn't get looked at until the next year?

You need to meet with people regularly and reviewing the goals. It's unfair to come at a staff person at the end of the year and say you didn't accomplish what we outlined in your plan. Yes, you can accomplish some things just by writing down the goal, but the level of accomplishment is usually lower than what we want in our companies.

• The key to success is building in accountability through regular meetings, weekly or monthly
• We often fall short on keeping a plan alive
• Regular meetings that keep focus on the plan and keep it moving forward.

• Celebrate success, write down accomplishments, build on success

Monthly accountability

Meet with staff at least monthly and review the plan. Bringing out the plan and talking about it, keeps it alive. If it is never mentioned it gives staff the impression that it wasn't that important and they don't need to work on the goals outlined. Remember the goals outlined are focused on creating better results for the company. You want that. Focus on the plan. At the monthly meeting spend time to:

• Review the vision
• Review the accomplishments
  
• Review the goals
• Score each goal
  
• When a goal is falling short use coaching skills to help figure out what the problem is and how to change it.
• Does the leadership need to shift to provide more supervision, training, direction?

You are looking for success of at least 80%. If the person is in their own way, do they need to make a shift in their feelings, beliefs, paradigm, to move forward and get themselves out of the way. Are they choosing not to make the necessary shift. It's an opportunity to talk about choices that we make. We each operate from a place of personal responsibility. We are responsible for ourselves, our actions.

• Measurable goals can be scored
• Score the goals each month
• If the goal is below 80% talk about what's in the way? Is the individual in their own way?
• Go back to the five coaching questions.

Create a partnership

The monthly review of the PLAN gives you the opportunity to really check-in with staff and support them in developing success. It also prevents the annual performance review dread. They know you are invested in their success as well as that of the company. This is powerful. It develops you as a leader and partner of the staff member and lets you know where the focus needs to be. It also creates a regular stream of communication-both ways that can only improve results. Use the five coaching questions:

• What's going right?
• What makes it right?
• What's the ideal, the vision?
• What's not quite right now?
• What are the resources needed?

Change Management Can Lead to Rigidity and Resistance to Change

Beware of formal organization improvement or "change management" plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change.

This sounds like an argument against planning. It's not. We have found that constant and ongoing personal, team, and organization improvement planning is vital. But too many "change management" and improvement plans are built on the same faulty premise as strategic planning — that there is a right path, which can be determined in advance and then implemented. We often hear managers declare that they have the right strategic or improvement plan, but the reason things aren't going according to plan is because of "execution problems." This is a deadly assumption.

While there are many reasons for execution problems, one of the key problems is a top-down improvement plan or "change management" program. Because of their need for order and control, many rigid managers try to use "change management" or improvement planning to regulate and direct the random and chaotic events swirling around them. They aren't comfortable with letting their improvement plan and path to higher performance unfold and evolve toward their vision, values, purpose, goals and priorities. In other words, they think they can start with the answers. They're not comfortable with learning.

Other organizations and consultants may have been down a similar road to the one we're on. We have much to learn from their experiences. But we can't follow their path. If we have never been here before, we don't really know what the best paths and approaches are. Our improvement path evolves as we get to each fork in the road and get those people closest to the action to help make the most appropriate choices.

We need an unwavering strategic focus on where we're going. We need to set priorities, allocate resources, and put implementation schedules in place. But exactly how we get there can only be roughly sketched. Details get filled in as we go. Most of the problems and opportunities can't be anticipated and planned for in advance. We have to take advantage of the unforeseeable opportunities that will quietly present themselves as our journey unfolds. This is the paradox of strategic opportunism. It is the path of learning and constant improvement.

Building A Collaborative Workplace With Employee Communications

With a spurt of opportunities in the sunrise industries it is becoming increasingly demanding and difficult to keep employee morale at a sustained level.

Apart from company perks and benefits that employees expect, they look for a friendly workplace. Events and activities involving and revolving around them make the workplace interesting and collaborative.

That is where employee communications can play a key role.

Organizations of all types recognize the strategic importance of effectively communicating with employees irrespective of where they are located.
As a corporate communications or human resource executive, you may be interested in achieving the following:

• Communicating corporate objectives and results to employees
  
  
• Promoting productivity by communicating with employees regularly
  
  
• Communicating breaking information to employees as it becomes available
  
  
• Building a feeling of well-being and loyalty
  
  
• Increasing interaction among employees and creating a strong internal brand awareness
  
  
• Being able to reach the entire workforce simultaneously

A typical event should ideally encompass the entire organization using company wide resources, communication channels (newsletters, Intranet, e-mail network, notice boards, meeting rooms among others).

An event could be organizational (related to the company's history, milestones, achievements, people), situational/theme based (Children Day, Christmas Day), employee motivational (awards, cultural, sports, training, health awareness), intellectual (quizzes, knowledge management, creative arts) or social/environmental (paper saving, power consumption, water conservation, child care).

Conducting A Typical Employee Communication Event

Decide on an a type of event

Choose a date that does not clash with say, a public holiday or any important organizational activity that will undermine the effect of the event.

Prepare a plan for the entire event

This is the crucial part. The plan should include everything from budget, logistics to the timings of the activities.
Take for example - an Independence Day program for a company.

The following elements could form part of the communication mix:

• A flag hoisting ceremony
• A talk by a senior citizen of the city or a senior member of the company
• A fun competition for employees
• An employee pot-luck to raise funds for charity
• An online quiz

Get senior management buy in

They need to be convinced of the return of investment or 'feel good' factor that arises from such events.

Once the buy-in occurs, the priority is to generate visibility for the event. Online and offline.

Plan also the post Event publicity via your company intranet and newsलैटर

Either keep a quality camera handy or get video coverage for posterity.
These images could later be replayed at a company event or printed as an article in corporate literature.

Create a checklist of roles and responsibilities

For the various groups and individuals involved in the event. For example, the administration and the human resources teams. No event is a one-man show.

Ensure there is an owner for the event

He or she should drive the activity from end to end. All requests and interactions should be routed through this person who would be responsible for maintaining timeliness and schedules.

Evolve the theme

For consistent branding and event recognition, all activities need to be strung together with a common thread. Arrive at a catchy name and a tag line, which sums up the event. Use a logo that can used - online and also as a printed version.

All communication should include elements of these designs.

Measure the events

Get employee feedback - formal and informal to gauge the effectiveness of the event and how it can be improved the next time around.

Making the event memorable

Use this opportunity to build the equity with your employees. Event 'take aways' could range from a CD - ROM to freebies like branded T-shirts and mugs.

Risk Assessment A Business Strategy For Conducting Contingency Planning

A Risk Assessment is recognizing, investigating, and furthermore considering every part of the possible risks, intimidation and danger to the businesses inside and outside environment. It determines if a facility (building) is susceptible to climate correlated events, HVAC breakdown, Internal/External Safety vulnerabilities and local area hazards. It permits a business to manuscript what extenuating measures have been in use to deal with these exposures. By means of recognizing the intimidation that at present are being militated against threats that are not, a business can accumulate a list of recommendations for enhancement.

On the way to be unbeaten, every risk assessment has to contemplate on the local identifiable problem linking to the business. Previous to discover other concerns, focus on top of the most realistic risks and intimidation that at present exist in the business setting. This can comprise factors such as:

1. The Character of the Business.
2. Nearby Vicinity of Facility.
3. The Structure of the Facility.
4. General Climate Patterns.
5. Technology Reliance.

Purpose of the risk assessment
Throughout the Risk Assessment, risks to the business will be recognized and assessed. The susceptibility of the business to these risks will be rank. You will also:

1. Recognize what deterrence practices are being utilized.
2. Describe and put into practice safety measures to alleviate risks.
3. Successfully negotiate the overall risk to the business.
4. Assemble a case for strategy selections.

After the assessment is concluded, a business can make decisions regarding technique of extenuating risks. By carrying out a Risk Assessment and Business Impact Analysis, a business can put into practice the most excellent strategies for Contingency Planning.

Risk assessment procedure
Regardless of the deterrence practices utilized, possible vulnerability that are in existence and possibly will result in damage to the business have to be considered. Even supposing the precise nature of these exposures and their consequences are hard to find out, it is important to carry out a risk assessment of every part of threats that can logically turn up.

All locality and facilities be supposed to be built-in in the risk assessment. Encircle businesses, local fire, police and community utilities should also be integrated in the assessment. Any vendor offer service that is provided to the business should also be assessed.

Steps to follow
The subsequent steps are essential for carrying out a Risk Assessment.

1. Recognize Threats/Risk and Vulnerabilities.
2. Examine risks and find out vulnerability.
3. Recognize alleviation and recovery options.
4. Assess and Choose Preferences.

There are further procedures that need to take place during this process. Some of those proceedings are:

1. Examine Internal Plans and Policies.
2. Meet with Outside Groups.
3. Make out Assets.
4. Carry out an Insurance Review

Evaluate your risk
The course of recognizing risks/threats, likelihood of incidence, the susceptibility to every risk/threat and the potential impact that possibly will be trigger, is essential to get ready with pre-emptive measures and create recovery strategies. Risk recognition also endow with a number of additional advantages including:

1. Exposes earlier unnoticed vulnerabilities that require to be tackle through plans and procedures.
   
   
2. Recognize where pre-emptive measures are missing or need reevaluated.
   
   
3. Can point out the importance of contingency planning to get staff and management on board.
   
   
4. Will help in documenting inter-dependencies between departments and amplify communication between internal groups. Can also point out single points of malfunctions between critical departments.

For the simplicity of this process, categories of risk should be shaped to focus the thought process. In the Risk Assessment Survey, the most important categories consist of, Natural Risks, Man-Made and Environmental Risks. These are certainly not requirements, and should not be deem to be constraining.

The character of a risk/threat should be determined, regardless of the type. Factors to consider should consist of (but not limited to):

1. Geographic Location
2. Weather Patterns for the Area and Nearby Areas
3. Internal Hazards ( Facility Security, Access, etc)
4. Propinquity to Local Response/Support Units
5. External Hazards (neighboring Highways, Plants, etc).

Possible exposures can be classified as:

1. Natural Threats
2. Man-made (human) Threats
3. Environmental Threats.

Other steps in managing Risk Assessment are to analyze following points:

1. Likelihood of Incidence.
2. Susceptibility to Risk.
3. Potential Impact.
4. Pre-emptive Measures in Place.
5. Insurance Coverage.
6. Past Experiences

Results to analyze
The moment the Risk Assessment Survey and face-to-face dialogue have been conducted, the next process is to analyze and present the outcome so that
Decision-Making Management is able to acquire most use of the data. Analysis can be a time-consuming and monotonous process, particularly with huge amount of data, but it is vital to the RA process.

The analysis will be the groundwork for planning recommendations to senior management. The recovery strategies that require to be developed should be based on the result of the Risk Assessment Investigation and interviews, in addition to the Business Impact Analysis findings।

Final report & presentation
Start your final report with managerial overview of the Risk Assessment Project. This will clarify the purpose of the project, what was in scope, and what approach was used. Then provide a summary review of potential hazards.

Formation of executive report
The findings from the Risk Assessment will outline the basis for the final report. The point is to provide senior management with an adequate amount of information to make them comfortable in sanctioning the recommending strategies, actions, budgets or to acknowledge the level of risk by not executing recovery strategies. The report should consist of graphs, which visually exhibit the findings. Do not overuse the graphs. Excessive graphs and reports can create reviewing the information perplexing. Make available graphs for overall information on the departments, financial impact, etc.

The final report should consist of:

1. Prior Disruption History
2. Risks & Vulnerabilities
3. Pre-emotive Measures
4. Presenting the Results
5. Next Steps

The Risk Assessment process is an essential phase of Continuity Planning. The probability of a disaster impacting a business is unpredictable. The business should put into practice a wide-ranging Continuity Planning Program and build up recovery plans that comprise all vital operations and functions of the business.

Conflict Management Strategy Revealed

Conflict is inevitable. No matter where you work, sooner or later you're going to find yourself in a disagreement with someone. We've all heard of disputes that erupt into expensive and divisive lawsuits. A simple personality conflict between two members of a team can cripple productivity and in the end leave the entire team feeling angry and betrayed. The following strategy describes a successful approach to resolving conflict.

The question then, is not "How can we avoid conflict?" but "How can we manage it?" If conflict can't be eliminated, we can at least deal with it constructively. Conflicts between work employees can spring from any number of sources; miscommunication, unmet expectations, feelings that one's contributions have not been acknowledged. Conflicts and disputes seldom have a simple cause, but they arise when people choose to make their differences into disagreements.

If conflict is the result of individual choices, managers that want to successfully manage and resolve conflicts must create an environment where employees can make the right choices. the optimum strategy depends on building the right group norms in the first place. If a employees are open to differences effectively to reach good decisions, then employees will be able to express differences appropriately and effectively resolve them.

The following items must be addressed and managed to successfully manage conflict.

Be Comfortable Dealing With Conflict Being open to disagreement is sometimes difficult. Most people are afraid of conflict. That's the reason for rules in the first place. But rules designed to eliminate conflict may allow situations to smolder and then erupt if employees do not have the opportunity to express their concerns. Much of the way you do that is not by trying to squelch the conflict and getting everybody to calm down, but by allowing everybody to voice their concerns. You can generally move people to a place where they are saying, "Okay, now what are we going to do about it?

Acting quickly to air the issues is better psychologically for all the employees as well. People do not like to be embroiled in conflict or have disputes, so the quicker it's over with, the better for everyone and the faster you can move on.

Find The Source of the Conflict

The tendency to look to some superior authority to resolve disputes frequently leads to unsatisfactory conclusions. Thus, the ability of employees to solve problems close to the source, at the team level, will also contribute to a healthy conflict resolution process. For example, if a factory manager walks around a couple of times a day to inspect whether people are bypassing the safety goggles, you will get people trying to conceal what they are doing. On the other hand, if a coworker who is working down the line from you is the safety contact person, there is no hiding what you are doing. And when that person says, "Look, don't be a fool", it's much closer to the source. It's a whole different kind of interaction.

Addressing the interests of the parties in conflict is also more likely to lead to a satisfying resolution. Very often people put things in positional terms, "I want him fired". With active listening, managers and dispute mediators can help move the disagreement away from demands and toward a discussion of each party's legitimate interests.

Lessons Learned

When employees are able to learn from the disagreement and apply lessons learned to new situations, they will be able to resolve those new situations more efficiently. This may be the toughest element to work with, especially on an organizational level. Most organizations have what can be thought of as serious learning disability. But on the team level the opportunity for learning may be less difficult. For example, you might have teams that have had a problem with unfair job promotion, so some people had more opportunity to qualify for higher pay increases. In those cases, where the conflict has been surfaced and then resolved and addressed by the team, there's a much higher chance that the next time somebody starts showing favoritism in those ways, the team will be able to say, "No, we dealt with this last year.

Conflict Do's

Practice some self recognition. Only rarely does a conflict arise without contributions from both parties. Very often people tend to project it, and say, "They made me do this". Employees should try to recognize when they are angry about a situation, and what their role in creating the situation really is.

Conflict Don'ts

Involve more people in the process than you need to. Gossip about a conflict can derail attempts to resolve it amicably.

Address the subject while you're angry. The resulting discussion probably won't be very constructive, and may have negative effects. Find an appropriate time to engage with the other person.

Summary

While conflict is inevitable, it doesn't have to be destructive. Management experts point out that you can't assume everyone is happy just because no complaints are being aired. Conflicts can seethe beneath the surface, working them out openly can create new opportunities for your employees.

The wonderful thing about dispute and conflict resolution is that when managed effectively, not only does it help to address many conflicts that can pull you down, but it liberates all sorts of energy. Conflicts constructively addressed not only avoid something that would have been otherwise festering and difficult, but they also usually lead to insights and opportunities that might no be seen otherwise.