Case Analysis

1. The principles of time and stress management that are violated in this case are violations

of time and stress management, and inability to eliminate stressors. As far as effective time management violations are concerned, Chet has a preconceived notion that he has been falling behind at work and has not been able to keep up. He recognizes his faults may lie with scheduling but is unable to correct the problem and continues his days as they are, chaotic. Chet needs to spend time on prioritizing his work and sorting out tasks by urgent and important, and work on those tasks accordingly. Chet needs to put a lot of determination into getting more things done throughout his work days, since he does not feel he can eliminate efficient time elsewhere in his life to help him get caught up at work. He will not gain different results using the same formula, bottom line. Chet has to find his backbone, in a sense, and learn to say no to unimportant tasks that can simply be done by other employees. Those tasks seem to be time consuming and not among the list of important and urgent, and therefore, are taking an immense amount time away from his workday.

As Chet drove to work that day, he had already thought of his important and urgent task, which was the open-end unit scheduling, which seemed not only important to him, but also to his successors, the vice president and the general manager. Chet was never allotted time to give the open-end unit scheduling any thought because of his own inability to plan. I think planning, scheduling, and not being able to say no are Chet’s biggest weaknesses as a manager. He doesn’t plan his day, it seems, in any matter. He doesn’t schedule out important and urgent tasks from unimportant and non-urgent tasks, and he gets nearly his entire day caught up doing time consuming tasks that other employees could and should be handling.

Chet seems to violate eliminating encounter, situational, and anticipatory stressors. As stated earlier in...