Conflict Arises From Differences.

When individuals come together in workteams their differences in terms of power, values and attitudes, and socialfactors all contribute to the creation of conflict. It is often difficultto expose the sources of conflict. Conflict can arise from numerous sourceswithin a team setting and generally falls into three categories:communication factors, structural factors and personal factors (Varney,1989). Barriers to communication are among the most important factors andcan be a major source of misunderstanding. Communication barriers includepoor listening skills; insufficient sharing of information; differences ininterpretation and perception; and nonverbal cues being ignored or missed.Structural disagreements include the size of the organization, turnoverrate, levels of participation, reward systems, and levels ofinterdependence among employees. Personal factors include things such as anindividual's self-esteem, their personal goals, values and needs. In orderfor conflict to be dealt with successfully, managers and team members mustunderstand its unpredictability and its impact on individuals and the teamas a whole.

Conflict in work teams is not necessarily destructive, however. Conflictcan lead to new ideas and approaches to organizational processes, andincreased interest in dealing with problems. Conflict, in this sense, canbe considered positive, as it facilitates the surfacing of important issuesand provides opportunities for people to develop their communication andinterpersonal skills. Conflict becomes negative when it is left to escalateto the point where people begin to feel defeated, and a combative climateof distrust and suspicion develops (Bowditch & Buono, 1997). Nelson (1995)cautions that negative conflict can destroy a team quickly, and oftenarises from poor planning. He offers this list of high potential areas fromwhich negative conflict issues commonly arise:

Resolving Conflict in Work Teams

A major advantage a team has over an individual is its diversity ofresources, knowledge, and ideas. However, diversity also produces conflict.As more and more organizations restructure to work teams the need fortraining in conflict resolution will continue to grow. Varney (1989)reports that conflict remained the number-one problem for most of the teamsoperating within a large energy company, even after repeated trainingsessions on how to resolve conflict and how to minimize the negative impacton team members. One reason for this may be that mangers and other leaderswithin organizations are not giving the issue of resolving conflict enoughattention. Varney's research showed that although most managers are awareof disagreements and have received training in conflict resolution, theyseldom assign a high priority to solving conflict problems. With this inmind, it is critical that team members possess skills to resolve conflictamong themselves.

Beckham Back To Real Madrid

David Beckham is back in the reckoning at Real Madrid after Fabio Capello reversed his decision to sideline the former England captain and included him in the squad for Saturday's league match at Real Sociedad.
Capello said Beckham's continued professionalism had persuaded him to backtrack on his pledge that the midfielder would never again play for Real following his announcement that he would be joining LA Galaxy at the end of the season.
We had doubts after he signed such an important contract with the American side," Capello told a news conference at Real's training base in Valdebebas.
"We doubted he could train with the same enthusiasm after that, but he has been training perfectly. He has always had the full support of his team mates. He has behaved like a great professional and is now returning to the squad.
"I'm counting on him until the end of the season."
Capello, whose position is under threat after back-to-back defeats in the league, said that the decision was his own and that he had not been pressured by either the players or the club's directors.
"It was down to Beckham's hard work and attitude. The intelligent thing to do is to correct things when mistakes are made. I spoke with him a week ago and again today. We are
very happy and he is too."
Club captain Raul, midfielder Guti and several other first team players had come out in support of Beckham in recent weeks saying he should continue playing until the end of his contract.
Beckham was embraced by several team mates including Raul after being given the news of his inclusion in the squad.
The 31-year-old midfielder said earlier this week he was desperate to play for Real again. "It is very hard for me because I would like to help the team," he told sports daily Marca.
"I'm desperate to play again ... I don't know if I will but I've got to keep on training. I want to leave this club on a high."
Spanish media have pointed to the fact that other players such as Barcelona's Javier Saviola and Valencia's Roberto Ayala, whose contracts also terminate at the end of the season, are still playing for their respective clubs. Beckham's last appearance for Real was when he came on as a substitute in their 2-0 defeat at Deportivo Coruna on January 7 a few days before announcing he had signed a five-year deal with LA Galaxy worth $250 million (128 million pounds

Beckham go MLS

Former England captain David Beckham is likely to make his Major League Soccer debut on August 5 when the Los Angeles Galaxy travel to Canada to take on the league's newest franchise Toronto FC.
According to the MLS schedule released on Tuesday, Beckham and the Galaxy will make stops in every league city except Dallas after he completes his contract with Real Madrid in mid-July.
Beckham has signed a five-year $250-million deal with Los Angeles.
Dallas could become the first North American city to welcome Beckham with the Galaxy scheduled to take on FC Dallas in a Super League clash in late July.
With the MLS schedule now confirmed, the announcement is likely to trigger another rush on ticket sales as fans look to catch a glimpse of the world's most recognizable soccer player.
News of Beckham's signing sparked a surge in ticket sales in Toronto with the club selling more than 3,000 seasons tickets in the days following the announcement.
The 12th MLS season will kick off on April 7 when four-times MLS Cup champion D.C. United visit the Colorado Rapids.

How To Avoid Dealing With Conflict?

Engaging in dialogue and negotiation around conflict is something we tend to approach with fear and hesitation, afraid that the conversation will go worse than the conflict has gone thus far. All too often, we talk ourselves out of potential dialogue:

"Why should I talk to him? She'll bite my head off and not listen to anything I have to say!" OR

"I should talk to him about this problem, but maybe it will go away on its own. There's no sense stirring up something that makes us both uncomfortable." OR

"If I go to him, I'm making myself vulnerable. No, that's his responsibility - he should come to me and ask me to talk!"

Our responses, as noted earlier, tend to include behaviors, feelings, thoughts and physical responses. If any of these responses indicates stress factors that make us reluctant to talk things out, we are more inclined to follow the pathway of avoidance. In addition, if we have history with the individuals involved in this conflict (i.e., we've tried to negotiate with them in the past, without success), it will "filter" our perceptions of this situation and make us reluctant to negotiate.

In addition, consider that our society tends to reward alternative responses to conflict, rather than negotiation: People who aggressively pursue their needs, competing rather than collaborating, are often satisfied by others who prefer to accommodate. Managers and leaders are often rewarded for their aggressive, controlling approaches to problems, rather than taking a more compassionate approach to issues that may seem less decisive to the public or their staffs. In other circumstances, those who raise issues and concerns, even respectfully, are quickly perceived to be "problem" clients or staff members… they tend to be avoided and minimized. In any of these approaches, negotiated solutions to conflicts are rarely modeled or held in high esteem.

Finally, we should keep in mind that negotiation requires profound courage on the part of all parties: It takes courage to honestly and clearly articulate your needs, and it takes courage to sit down and listen to your adversaries. It takes courage to look at your own role in the dispute, and it takes courage to approach others with a sense of empathy, openness and respect for their perspective. Collaborative approaches to conflict management require us to engage in the moment of dialogue in profound and meaningful ways, so it is understandable if we tend to avoid such situations until the balance of wisdom tips in favor of negotiation

The Role of Perceptions in Conflict For Worker & Employer

As noted in our basic definition of conflict, we define conflict as a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. One key element of this definition is the idea that each party may have a different perception of any given situation. We can anticipate having such differences due to a number of factors that create "perceptual filters" that influence our responses to the situation:

Culture, race, and ethnicity: Our varying cultural backgrounds influence us to hold certain beliefs about the social structure of our world, as well as the role of conflict in that experience. We may have learned to value substantive, procedural and psychological needs differently as a result, thus influencing our willingness to engage in various modes of negotiation and efforts to manage the conflict

Gender and sexuality: Men and women often perceive situations somewhat differently, based on both their experiences in the world (which relates to power and privilege, as do race and ethnicity) and socialization patterns that reinforce the importance of relationships vs. task, substance vs. process, immediacy vs. long-term outcomes. As a result, men and women will often approach conflictive situations with differing mindsets about the desired outcomes from the situation, as well as the set of possible solutions that may exist.

Knowledge (general and situational): Parties respond to given conflicts on the basis of the knowledge they may have about the issue at hand. This includes situation-specific knowledge (i.e., "Do I understand what is going on here?") and general knowledge (i.e., "Have I experienced this type of situation before?" or "Have I studied about similar situations before?"). Such information can influence the person's willingness to engage in efforts to manage the conflict, either reinforcing confidence to deal with the dilemma or undermining one's willingness to flexibly consider alternatives.

Impressions of the Messenger: If the person sharing the message - the messenger - is perceived to be a threat (powerful, scary, unknown, etc.), this can influence our responses to the overall situation being experienced. For example, if a big scary-looking guy is approaching me rapidly, yelling "Get out of the way!" I may respond differently than if a diminutive, calm person would express the same message to me. As well, if I knew either one of them previously, I might respond differently based upon that prior sense of their credibility: I am more inclined to listen with respect to someone I view as credible than if the message comes from someone who lacks credibility and integrity in my mind.

Previous experiences: Some of us have had profound, significant life experiences that continue to influence our perceptions of current situations. These experiences may have left us fearful, lacking trust, and reluctant to take risks. On the other hand, previous experiences may have left us confident, willing to take chances and experience the unknown. Either way, we must acknowledge the role of previous experiences as elements of our perceptual filter in the current dilemma.

These factors (along with others) conspire to form the perceptual filters through which we experience conflict. As a result, our reactions to the threat and dilemma posed by conflict should be anticipated to include varying understandings of the situation. This also means that we can anticipate that in many conflicts there will be significant misunderstanding of each other's perceptions, needs and feelings. These challenges contribute to our emerging sense, during conflict, that the situation is overwhelming and unsolvable. As such, they become critical sources of potential understanding, insight and possibility.

Conflict With Someone : How Do Your Respon

In addition to the behavioral responses summarized by the various conflict styles, we have emotional, cognitive and physical responses to conflict. These are important windows into our experience during conflict, for they frequently tell us more about what is the true source of threat that we perceive; by understanding our thoughts, feelings and physical responses to conflict, we may get better insights into the best potential solutions to the situation.

Emotional responses: These are the feelings we experience in conflict, ranging from anger and fear to despair and confusion. Emotional responses are often misunderstood, as people tend to believe that others feel the same as they do. Thus, differing emotional responses are confusing and, at times, threatening.

Cognitive responses: These are our ideas and thoughts about a conflict, often present as inner voices or internal observers in the midst of a situation. Through sub-vocalization (i.e., self-talk), we come to understand these cognitive responses. For example, we might think any of the following things in response to another person taking a parking spot just as we are ready to park:
"That jerk! Who does he think he is! What a sense of entitlement!" or:
"I wonder if he realizes what he has done. He seems lost in his own thoughts. I hope he is okay." or:
"What am I supposed to do? Now I'm going to be late for my meeting… Should I say something to him? What if he gets mad at me?"
Such differing cognitive responses contribute to emotional and behavioral responses, where self-talk can either promote a positive or negative feedback loop in the situation.

Physical responses: These responses can play an important role in our ability to meet our needs in the conflict. They include heightened stress, bodily tension, increased perspiration, tunnel vision, shallow or accelerated breathing, nausea, and rapid heartbeat. These responses are similar to those we experience in high-anxiety situations, and they may be managed through stress management techniques. Establishing a calmer environment in which emotions can be managed is more likely if the physical response is addressed effectively.

Conflict & Worker Behavior

Conflict is often best understood by examining the consequences of various behaviors at moments in time. These behaviors are usefully categorized according to conflict styles. Each style is a way to meet one's needs in a dispute but may impact other people in different ways.

Competing is a style in which one's own needs are advocated over the needs of others. It relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power. Those using a competitive style tend to seek control over a discussion, in both substance and ground rules. They fear that loss of such control will result in solutions that fail to meet their needs. Competing tends to result in responses that increase the level of threat.

Accommodating, also known as smoothing, is the opposite of competing. Persons using this style yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important. Avoiding is a common response to the negative perception of conflict. "Perhaps if we don't bring it up, it will blow over," we say to ourselves. But, generally, all that happens is that feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore. Like a cancer that may well have been cured if treated early, the conflict grows and spreads until it kills the relationship. Because needs and concerns go unexpressedpeople are often confused, wondering what went wrong in a relationship.

Compromising is an approach to conflict in which people gain and give in a series of tradeoffs. While satisfactory, compromise is generally not satisfying. We each remain shaped by our individual perceptions of our needs and don't necessarily understand the other side very well. We often retain a lack of trust and avoid risk-taking involved in more collaborative behaviors.

Collaborating is the pooling of individual needs and goals toward a common goal. Often called "win-win problem-solving," collaboration requires assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone. It offers the chance for consensus, the integration of needs, and the potential to exceed the "budget of possibilities" that previously limited our views of the conflict. It brings new time, energy, and ideas to resolve the dispute meaningfully

Anticipating Conflicts Likely to Arise in the Workplace

Anticipating conflicts is useful in either situation for transforming these situations into opportunities for growth and learning. Consider

1.Are there seasonal peaks in our workload that tend to occur annually?
Chart the occurrence of such challenges, and consider whether they can be managed as a normal period of stress and transition. For example, a school had a large population of students who arrived after long bus rides without breakfast, who tended to arrive at school ready to fight. The school identified 10 minutes at the start of the day to give these students a healthy snack, and worked with teachers to pull out students who weren't yet ready for school before they became disruptive. After food and a little counseling, students entered their classrooms in a better frame of mind (and body) to participate.

2.Do we have channels for expressing normal problems and concerns in a predictable, reliable manner?
Staff meeting should be used as a tool for effective problem-solving in a range of situations, including anticipated conflicts. If such channels are perceived by staff as closed, unsafe, and non-productive, they will be replaced by gossip, 'end runs' and back-biting.

3.Are there certain factors in the environment that make problems worse, especially at times of conflict?
Take stock of your processes for managing during stressful times. Look at how phones are routed, noise is managed, client lines are queued, distractions are managed, etc. Often, our response during times of stress is to meet less frequently, because 'we have no time to meet.' And we continue to do things the way we've been doing them, because 'we have no time to create new procedures.' This approach dooms us to repeat the same errors, rather than to learn from the opportunities. Examine your systems for managing problems, including dispute resolution systems, and use times of "harmony" to identify process improvements that can be implemented in times of stress.

Conflict is Normal?

Consider your own work environment for a moment:
1.What are some key sources of conflict in our workplace?
2.When do they tend to occur?
3.How do people respond to these conflicts as they arise?
4.When we solve problems, do we do so for the moment, or do we put in place systems for addressing these types of concerns in the future?

In reflecting upon your answers to these questions, you may begin to understand what we mean by anticipating conflicts likely to arise in the workplace: Normal, healthy organizations will experience their share of conflict, and workplaces experiencing a certain amount of dysfunction will experience it in greater quantities.

When We Talk About Conflict

A conflict is more than a mere disagreement - it is a situation in which people perceive a threat (physical, emotional, power, status, etc.) to their well-being. As such, it is a meaningful experience in people's lives, not to be shrugged off by a mere, "it will pass…"
Participants in conflicts tend to respond on the basis of their perceptions of the situation, rather than an objective review of it. As such, people filter their perceptions (and reactions) through their values, culture, beliefs, information, experience, gender, and other variables. Conflict responses are both filled with ideas and feelings that can be very strong and powerful guides to our sense of possible solutions.
As in any problem, conflicts contain substantive, procedural, and psychological dimensions to be negotiated. In order to best understand the threat perceived by those engaged in a conflict, we need to consider all of these dimensions.
Conflicts are normal experiences within the work environment. They are also, to a large degree, predictable and expectable situations that naturally arise as we go about managing complex and stressful projects in which we are significantly invested. As such, if we develop procedures for identifying conflicts likely to arise, as well as systems through which we can constructively manage conflicts, we may be able to discover new opportunities to transform conflict into a productive learning experience.
Creative problem-solving strategies are essential to positive approaches to conflict management. We need to transform the situation from one in which it is 'my way or the highway' into one in which we entertain new possibilities that have been otherwise elusive

Conflict at Workplace?

We define conflict as a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Within this simple definition there are several important understandings that emerge:

Disagreement - Generally, we are aware there is some level of difference in the positions of the two (or more) parties involved in the conflict. But the true disagreement versus the perceived disagreement may be quite different from one another. In fact, conflict tends to be accompanied by significant levels of misunderstanding that exaggerate the perceived disagreement considerably. If we can understand the true areas of disagreement, this will help us solve the right problems and manage the true needs of the parties.

Parties involved - There are often disparities in our sense of who is involved in the conflict. Sometimes, people are surprised to learn they are a party to the conflict, while other times we are shocked to learn we are not included in the disagreement. On many occasions, people who are seen as part of the social system (e.g., work team, family, company) are influenced to participate in the dispute, whether they would personally define the situation in that way or not. In the above example, people very readily "take sides" based upon current perceptions of the issues, past issues and relationships, roles within the organization, and other factors. The parties involved can become an elusive concept to define.

Perceived threat - People respond to the perceived threat, rather than the true threat, facing them. Thus, while perception doesn't become reality per se, people's behaviors, feelings and ongoing responses become modified by that evolving sense of the threat they confront. If we can work to understand the true threat (issues) and develop strategies (solutions) that manage it (agreement), we are acting constructively to manage the conflict.

Needs, interests or concerns - There is a tendency to narrowly define "the problem" as one of substance, task, and near-term viability. However, workplace conflicts tend to be far more complex than that, for they involve ongoing relationships with complex, emotional components. Simply stated, there are always procedural needs and psychological needs to be addressed within the conflict, in addition to the substantive needs that are generally presented. And the durability of the interests and concerns of the parties transcends the immediate presenting situation. Any efforts to resolve conflicts effectively must take these points into account.

So, is it still a simple definition of conflict? We think so, but we must respect that within its elegant simplicity lies a complex set of issues to address. Therefore, it is not surprising that satisfactory resolution of most conflicts can prove so challenging and time consuming to address.
Conflicts occur when people (or other parties) perceive that, as a consequence of a disagreement, there is a threat to their needs, interests or concerns. Although conflict is a normal part of organization life, providing numerous opportunities for growth through improved understanding and insight, there is a tendency to view conflict as a negative experience caused by abnormally difficult circumstances. Disputants tend to perceive limited options and finite resources available in seeking solutions, rather than multiple possibilities that may exist 'outside the box' in which we are problem-solving.

Telephone Etiquette For Worker

What is telephone etiquette? It is the correct or professional manners or courtesies one should have when using the telephone.

Why bother with telephone courtesies? When you speak over the telephone, you are the voice of your company. To the caller, you represent the company. Quality products and services must be complemented with courteous and efficient services on the telephone. This is for building good public relations between your company and clients.

Unfortunately, we can be overwhelmed by the stress of the day and make these common mistakes when answering the telephone:
1.Allowing the telephone to ring for too long
2.Mumbling, speaking too fast and talking with food in the mouth
3.Putting on an ascent
4.No greetings
5.Rude, impatient and unfriendly reply
6.Shouting or raising your voice when you cannot hear the caller clearly
7.Not addressing the caller by his name
8.Holding two conversation at the same time
9.Making the caller wait unnecessarily
10.Failure to check the caller’s name and other details for return call
11.Taking complaints as personal criticism
12.Slamming the telephone down before the caller finishes talking
Simple steps, such as, answering calls promptly (within three rings), speaking with a clear and normal tone of voice, putting a ‘smile’ in your voice and being helpful to the caller, can be learnt quickly by anyone in your office. If you are feeling irritated or moody, try not to let it be reflected in your voice - take a deep breathe and count to ten (or less) before answering the call. Otherwise, take a break.

What are telephone techniques? This is an art of using the telephone correctly and effectively, to achieve one’s goals. Good telephone techniques pave the way for effective communication between our callers and us. It also helps to save time and achieve our objective in making the telephone call. Bad techniques may cause irritation, loss of business and reflect poorly on the company.

Build a rapport with the caller from the onset to ward off any feeling of uneasiness or anxiety when the call is made. Once the rapport is established, it would be easy for us to communicate the information required to the caller.

So, how can we establish this rapport with the caller? Well, it’s all in the person’s attitude. As this mode of communication relies on the message relay through our VOICE, having a positive attitude and speaking with the right tone of voice are essential for the caller to get the message correctly. Good posture will also help to control your voice. Start to practise these techniques and remember the golden rule: do unto others what you would like others to do unto you.

Telephone Techniques in the Workplace

When Alexander Graham Bell invented the telephone, never did he dream that his invention would create an unprecedented historical impact on how we communicate with one another. The telephone has become so much a part of our lives that it would seem incomprehensible to live without one! Most of our communication, whether personal or business, is initiated and conducted via the telephone. Whilst technology has since advanced greatly to allow us to send SMS or e-mails through various innovative gadgets, we can never downplay the importance of our telephone, whether PABX system, cordless or not.

One day, someone came to see of my bosses. As he was walking in, he was screaming into his handphone. It was awfully loud and disruptive to our concentration. Have you ever wondered how the person on the other end of the line would perceive you as a caller? Or you may have a bad day. As soon as you step into the office, you find your phone ringing incessantly and you pick it up and bark: “Hello, what do you want?” I would think that a bad impression would have already been formed in the mind of the caller, even though he may be your friend. In the workplace, this can translate to bad image for your company as a whole.

First impression plays a major role in determining whether you want to further the acquaintanceship or steer clear from that person. Likewise, in a telephone conversation, the first few words you utter will determine the ‘tone’ of the conversation. If you sounded cheerful, the caller would be equally receptive to talk and you may even find yourself an invaluable friend or client. It is critical that every time you pick up a call, you make a good impression. Good telephone etiquette is an asset, irrespective whether you are a receptionist or the CEO of a company.

What Do I do? Still have A Work Or Not

Even some HR departments find the details of employee retirement planning a haze: let's not talk about the employees themselves! And the problem is not limited to employees at the lower end of the pay scale. Even PhDs may not understand the difference between a defined-benefit and a defined-contribution plan. Many employees erroneously believe investing in their own company stock to be safer than investing in a diversified stock fund.

The average investor is often overly optimistic, expecting a 16% return in annual gains from the stock market, a level that is way above the average of about 10.5 percent a year. The lack of knowledge about risk and return is worrying. Furthermore, although the key to surviving stock market ups and downs is having a diversified portfolio, it has been shown in the United States that the average person there is invested in only 3.3 funds out of a possible 8,282 mutual funds (Vanguard Group study). If you're ready to start, take on the task of demystifying the retirement system by speaking with your HR manager about your corporate retirement plans. Find out what happens to your contribution in planning different scenarios - stock market crash, discharge from the company, leaving the company, etc. Is there a vesting period for company stock options? How much of company stock are employees' pension plan/fund required to hold? Should there be enough interest in this topic, request that the HR department make a presentation on the topic, or suggest they invite an external financial advisor to talk about the issue to all employees.

Essentially, employers do have the burden of ensuring substantial efforts have been made to clarify how they support your corporate retirement/pension funds or how the company stock option plan works. On your own part, you should try to educate yourself on diversity and asset allocation. You can speak to financial advisors from your local bank on unit trusts, mutual funds or check out their corporate web page for information. Look for website resources on how to plan for your financial future. Speak to people with experience in managing their retirement funds.

When Said Card

The past months have been one of earth-shaking events, and I mean that in an entirely literal sense: the tragedy of 11 Sept, the war in Afghanistan, Iraq and of course, the crisis in corporate confidence that began with Enron.

Enron’s effects reverberated throughout the world. It forced us to face up to the reality of a selfish society that looked out for number one. It also forced us to realise that our actions have consequences on a larger entity. With reference to corporate confidence, it forced us to question the idea of employer accountability and responsibility, and how it affects our future.

WorldCom, Arthur Andersen, et al, have come to represent a new type of villainy - one where corporate executives cashed out and loyal employees lost both their jobs and retirement savings. We live in corrupt times, a time where the line between opportunity and crime have become so blurred that a league of management have closed both eyes in pursuit of greed. Business schools taught its students about creating wealth for its stakeholders - including its employees. With more and more companies being investigated for accounting fraud, one begins to ask who the actual stakeholders are, and what are the consequences. For every man and woman who believed in the espoused corporate value that "company employees are the most valued of assets and resources," there is a sinking feeling that we may instead be betrayed.

When Should You Resign?

Never resign spontaneously or because you have had a difference of opinion in the office or a disagreement. Resigning is a tough decision and should always be well thought through and planned, so that you don't find yourself in a difficult position.

Jenny Tan worked as a buyer for a design company. Artists would send her their work and she would decide whether to buy them or not to be printed on gift cards. Her taste was different from her bosses and often she would be criticised in front of other colleagues about the art she bought. Although she could accept that their tastes differed, she tried to buy in the interests of the company and work that she thought the general public would like. After working there for two years, again her boss degraded her buying ability. Jenny simply picked up her bag and never returned. 'I am shy by nature and this was not the right thing to do, but I could not take his criticism anymore and felt like crying. I got so wound up that I could not return. My boss was a very influential man and called up his contacts and told them not to employ me. It got so bad that when I applied for new jobs even the receptionist would be a little funny to me on the phone!' Although Jenny was not in the wrong, she did not have as much influence as her boss and he made her hunt for a new job. Eventually Jenny found a new position in a rival company, but she regrets not resigning in a more professional manner with something confirmed to go to. 'It was a waste of my time and energy, if only I had not acted hastily it would've saved me a lot of stress.'

Resigning does not have to be a negative experience for both you and your employer. If you play your cards right you can leave with a good taste in your mouth and perhaps the offer that you can have your job back at any time. You should always resign for a positive reason: perhaps you have been offered a career advancement in another company, perhaps you are starting your own business, and perhaps you are starting a family. If you are moving to a different company ensure everything is signed and sealed before you leave such as contacts and the package you require. Don't leave until everything is secured and you are 100% sure that your next move will be smooth.

Thomas Hyde decided to look for another job while he was still working for his current employee, an international music company. He had several interviews and was offered a job with a similar company but for a larger package. He thought that everything had been arranged and had even been given the date to start working at the new company. He decided to resign from his current employee and was confident in the decision he had made. However, he had not signed a contract with the new employee and after resigning received a call from them telling him that the position was not available. They were sorry but they could not employ him. Tom was dismayed and felt terribly foolish. His current employer had been swift to employ someone new and he was left without a job. 'It was so humiliating, here I was without a job after working all my life, if only I had signed a contract, I acted far too hastily,' Tom added. Tom learnt from the experience and eventually secured a job with yet another company, but at a loss to his salary!

Beckham & Pepsi

As England captain David Beckham was doing his best to defend himself against accusations that soccer had become an afterthought in his diary behind celebrity interviews and sponsorship photo shoots, several of his interrogators were sipping from Pepsi cans emblazoned with an image of him dressed as a gladiator.
Such is the confusion that arises when you try to distinguish between Beckham the brand and Beckham the man that even he finds it difficult to explain or differentiate.
On the one hand, he seems to crave a life away from the paparazzi lens but on the other, he has consented to so many endorsements you can no more escape his image during a cosy chat in a Lisbon suburb with the man himself than you can at a London underground station.
Even so, it was difficult to withhold all sympathy as he described a lifestyle that, he said, prevents him driving his two sons in the park without a fleet of photographers for company.
What Beckham does not seem to comprehend is that most England supporters could not care a jot about his celebrity lifestyle or his alleged affairs. They care only about the toll those problems have taken on his soccer career, leaving him not only visibly drained on the pitch but a shadow of the inspirational captain he once was.
Throughout Euro 2004, he denied any fitness problem and, perversely, his obvious inability to shuffle up and down the right wing led some observers to conclude he was deliberately restraining his attacking instincts for the good of the team when the truth was that he was simply worn out.
He admitted: "We don't do as much conditioning work in Madrid as we did at (Manchester) United. I didn't feel as fit in the second half of games as I did the season before and maybe that spilt over into this tournament."
He is aware that knives are being sharpened, but nooses were being tightened around his effigy after he was sent off against Argentina in France 98, another game lost on penalties.
He reasons that as he recovered from that to become a national hero, his recent difficulties should not prevent him reinventing himself again

The Dual-career Syndrome

You roll out of bed as your spouse’s alarm shatters the eardrums. Rubbing your eyes, you shuffle to the kitchen and get breakfast done whilst your spouse takes a wake up shower to prepare for corporate battle. Handing over the Tupperware-ed lunch you fixed, you say: “Bye, dear! Have a good day at work!” And she’s off. Welcome to the world of the Househusband.

More and more, this phenomenon of the “stay-at-home-dad” or the “home-engineer” amongst men has been slowly coming out of the closet in modern times. A recent article in Fortune magazine plastered the image of the dear house-hubby adorned with apron and three daughters. Is this merely a sensationalised story, or is there hope for corporate women out there?

But, before I let all rip, let’s examine the statistics. In a trend that shows no signs of slowing, men now get fewer than 50% of the university degrees offered. Very un-PC, I know, but the fact is, more and more men are disappearing from the floor of the lecture halls. Although males still dominate in more traditional industries, such as engineering, there has been a steady decline in the participation of males in higher education. This is juxtaposed by the incredible growth of educated women as equal opportunity policies became de rigeur. And the hits keep on coming. Companies have more women on their payroll than ever, and women managers and senior executives are becoming commonplace these days. A recent study in Harvard even stated that at least 30% of working wives earn more than their husbands.

“Open your eyes. There is a sea change on the way. I noticed that at the local university, the women outnumber the men in noticeable amounts. My wife noted recently while visiting a relative in the hospital, that most of the young doctors were female. As a male, I'm sure that the future is female, and women will be in charge in every field by the next twenty years,“ reaffirms Jenny, a 40 year-old househusband.

As such, corporate policies and practices have been adjusted accordingly (think flexi-time, maternity leave and day-care), but perhaps the bigger issue would be the effect on the traditional family structure we all know and sometimes debate.

In the 50’s, a working woman was nearly unheard of. The man was still bringing home the bacon and women were mastering the art of making the home and nurturing the children. Then came liberalisation and feminism movements that helped women claw their way into the battle bunkers of the corporate world. Dual-income careers are what the majority of households possess today, and with that, the additional stress of making a home and family life work without the parents’ involvement. Sure, we still make it work, but with a lot of difficulty and challenge. And the ones who hurt the most are often the children. So what’s the latest remedy society has offered up to deal with this predicament?

Management leading a team in chaotic times

1. Act not too hastily

Moments after the attack, the world expected the President to unleash a wave of military fury on the Taliban and Osama's network quickly in the game. Yet, the government took the time to deliberate on their next move -- gathering information on the situation and plotting a plan for action. This tactic gained international respect. As a corporate leader, if your employees deem your strategy rash, its implementation will be jeapoardised by lack of conviction from within the ranks. Ensure that even when hasty measures are required, proper investigation into the matter is made known to your employees.

2. Time to make your leadership known

As a Prime Minister whose initial credibility was precarious to say the least, Dato' Seri Abdullah Ahmad Badawi emerged a real leader amongst the nation as he stepped up to the mantle and took responsibility for Malaysia's turnaround. It is key that as management, you make it known to your "troops" that you stand with them and lead them forward through uncertainty. Personally meet with them and share progress of the company regularly. Seeing your face and having your presence on the ground tells them that you stand with them in difficult times ahead. If they know you are committed, they will be too.

3. Communicate, communicate, communicate

Throughout the weeks following the attacks, the government consistently and frequently provided the public with need-to-know information on the situation at hand, and how the investigations were proceeding. The President's speech to Congress and the nation produced a tremendous support for his actions and motivated a positive change in the nation's attitude from fear to courage. Further, he met with the public affected by the event, listening to their personal trials -- getting an on-ground feel for the public's sentiment on the situation. In times of turmoil, mutual knowledge-sharing is key in ensuring the accurate and valuable information is provided both to and from the people involved so that the big picture of what needs to be done is developed holistically.

4. Rally them around a common mission

In the case of the Malaysia, Prime Minister Abdullah Badawi did not find it hard to rally the public and government factions around a singular cause - to regain their freedom to live without fear. The effect was astounding - political and social differences forgotten, forging a unity towards a mission across the nation and around the world. Similarly, especially in turbulent times, it is essential that employees realise why they might be facing pay cuts, why colleagues are being laid off or why they are burdened by longer working hours. When the scenario is mapped out clearly and a common goal identified - employees will understand their place in the scheme of things and why measures have to be taken.

5. Realise the power of networks

A global coalition of nations was developed with deft political manoeuvrings. What this created was a network of partners who built up a cooperation of abilities, resources and support. For a company facing a hazy future, this can come in the form of relationships with suppliers, vendors, business contacts, your unions and even former employees. In times of economic strife, parties are always looking for the ability to leverage networking advantages. This mentality should be inculcated into the minds of staff in seeking out opportunities towards a clear corporate goal.

6. Give them a share in accountability for success

The worst feeling to have is one of helplessness, especially when faced with an uncertain and fearful future. President Bush placed the responsibility for the nation back into the hands of its people -- to revive the economy, continue with life and support the government's actions. And it seems that they are doing that slowly but surely. A company without the support of its employees will never succeed in any initiative. The knowledge of possible layoffs can be an incredible demotivator - a dangerous thing for a company relying on its resources for survival. Rather than treating them as drones at a desk and trusting that they will get on with work as usual, show them how their actions contribute and give them a real stake in the company's revival.

7. Don't leave them hanging

A pillar of the Malaysia's economy, the airline industry plummeted to despairing depths of unemployment and activity. The government realised that they had to step in to float the industry or face further social and economical uncertainty. Management's assistance come in various different forms - acknowledgement of efforts, emotional support or technical knowledge. If you rely on your teams to bring the company back from the brink, you cannot leave them hanging as they do so. More than ever, this is where your role becomes an essential tool of support for success.