This document discusses conflict and stress management in educational institutions. It defines conflict as a struggle between opposing needs, wishes or demands. It notes that conflict is a normal part of life and that most conflicts can at least be managed. The document also defines stress and discusses its stages and causes in the workplace. These include organizational constraints, mistreatment, role stressors, workload, work-family conflict, and interpersonal factors. Effects of stress include poor time management, strained relationships, lack of focus, and health issues. Strategies to manage stress are proposed, such as delegation, time management, training, ensuring workload alignment, and improving communication.

1. EDM 217
Organization and Management of Educational Institution
CONFLICT AND STRESS
MANAGEMENT
EMILIO FER G. VILLA
Reporter
RODYARD B. MADICLUM, EdD
Course Facilitator

2. What is Conflict?
oConflict – struggle
between people with
opposing needs, wishes
or demands.
Myth Truth
Conflicts is
dysfunctional
Conflicts is a
normal part of life
All conflicts can
be resolved
Most conflicts at
least be managed
Conflicts will go
away if ignored
Conflicts can
motivate change
Conflicts can
result in a winner
and a loser
Conflict can
strengthen
relationships
EDM 212│Conflict and Stress Management

3. EDM 212│Conflict and Stress Management
Opens up
channel of
communi-
cation that
may not
already exist
Parties can
learn from the
experience
Positive Effect of Conflict
Energizes
people

4. EDM 212│Conflict and Stress Management
Energizes
people
Opens up
channel of
communi-
cation that
may not
already exist
Parties can
learn from the
experience
Positive Effect of Conflict

5. Positive Effect of Conflict
EDM 212│Conflict and Stress Management
Parties can
learn from the
experience
Opens up
channel of
communi-
cation that
may already
exist
Energizes
people

6. Positive Effect of Conflict
EDM 212│Conflict and Stress Management
Parties can
learn from
the expe-
rience
Opens up
channel of
communi-
cation that
may already
exist
Energizes
people

7. Negative Effect of Conflict
EDM 212│Conflict and Stress Management
Anger/resentment can make it difficult for a working
relationship to continue
Unresolved conflicts can lead to misconceptions about
parties involved
Ongoing conflict makes it difficult to focus on jobs

8. Negative Effect of Conflict
EDM 212│Conflict and Stress Management
Anger/resentment can make it difficult for a working
relationship to continue
Unresolved conflicts can lead to misconceptions about
parties involved
Ongoing conflict makes it difficult to focus on jobs

9. Negative Effect of Conflict
EDM 212│Conflict and Stress Management
Anger/resentment can make it difficult for a working
relationship to continue
Unresolved conflicts can lead to misconceptions about
parties involved
Ongoing conflict makes it difficult to focus on jobs

10. Types of Conflict
EDM 212│Conflict and Stress Management
oBetween
individuals that
perceive or
value a
situation
differently
Interpersonal Conflict
oBetween
groups/teams/d
epartments
within an
organization
Intergroup Conflict
oBetween
employees and
the
organization
itself
Organizational Conflict

11. Conflict Management Strategies
EDM 212│Conflict and Stress Management
Problem Solving / Collaboration / Confronting
o In this method, people involved in the conflict or having a
different opinion, they come forward to discuss the problem
at hand with a very open mind.
Compromising / Reconciling
o Sometimes for certain conflicts, there will be a need for the
involved parties to think of a middle path wherein both parties
will be temporary.

12. Conflict Management Strategies
EDM 212│Conflict and Stress Management
Withdrawing / Avoiding
o In some situation one of the parties in the conflict may decide
to retract form the discussion and allows going with the
others persons opinion. Or some situation, one of the parties
may decide to completely avoid the conflict by maintain
silence
Forcing / Competing
o In some situation, a person with authority and power can force
his/her opinion and resolve the conflict without giving any
chance to the other party/person.

13. Conflict Management Strategies
EDM 212│Conflict and Stress Management
Smoothing / Accommodating
o In these kind of scenarios, one of the parties can take charge
and tries to smooth the surrounding by using nice words and
by emphasizing on the points of agreements and playing
down on the points of disagreements.

14. A Conflict Management Program for
Teachers
The Normal Lights
Volume 10, No. 2 (2016)
Arlon P. Cadiz
Eulogio Amang Rodriguez Institute of
Science and Technology
arloncadiz@gmail.com
Danilo H. Villena
Adelina H. Velaso
Philippine Normal University
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.

15. The Normal Lights
Volume 10, No. 2 (2016)
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
Purpose of the Research
This study aimed to determine the perceived conflicts between and among
teachers inside the school setting, their styles of handling conflicts, and their level of
productivity. This study also aimed to propose a Conflict Management Program as a
way of reducing conflicts between teachers and enhancing teachers’ level of
productivity.
2. How do the teachers manage their conflicts between and among themselves with
respect to the given areas?
4. Is there a significant relationship between perceived conflicts between teachers and
teachers’ level of productivity?
5. What Conflict Management Program can be developed to reduce or lessen conflicts
between teachers to improve their level of productivity?

16. The Normal Lights
Volume 10, No. 2 (2016)
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
Result and Discussion
Table 2 presents the top five ways
on how the teachers handled conflicts
between them pertaining to the six given
areas. Confrontation and negotiation were
two of the teachers’ ways in handling
conflicts. These indicators fall on
Collaborating as a conflict management
style employed by teachers. The indicators
were usually responded repeatedly in the
first four to five areas.
Teachers’ Management of Conflicts between
and among Teachers

17. The Normal Lights
Volume 10, No. 2 (2016)
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
Result and Discussion
Table 4 shows that there was no significant relationship
between the perceived conflicts between teachers and their level
of productivity. However, the computed r for learners’
achievement and professional and personal characteristics
showed moderate correlation. The findings negate the argument
of Mendoza (2001) and the finding of Visco (2000). The former
stated that conflicts in a school setting can have a way of
seriously undermining the people’s morale and effectiveness and
that they can be the cause of reducing productivity while the latter
revealed in his study that there was a significant relationship
between interpersonal relations and faculty productivity taken
singly and as a whole. Perhaps, different people with different
working conditions and varied circumstances are some of the
factors contributing to the differences in the findings.
Relationship between the Perceived Conflicts between
Teachers and their Productivity Level

18. The Normal Lights
Volume 10, No. 2 (2016)
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
Conflict Management Programs for Teachers
The researchers proposed the Conflict Management Program for
Teachers. It is necessary as proposed by previous studies such as those of:
Stinski and Gallus (1994), that there should be a program which includes formal
process for resolving conflicts between teachers through trained specialists and
resources which includes workshops; Flora (2002) on well-planned training
program to enhance conflict management styles; Adomi et al. (2005) on training
for teachers as a way of preparing them for conflict management through
seminars, workshops, conferences, and symposium from time to time. Also, the
proposed conflict management program is necessary to enhance productivity of
teachers as espoused by Lazarus (2014), that workers at all level should
be trained to reduce the occurrence of conflict at workplace and to improve
productivity and professional competence of teachers.

19. The Normal Lights
Volume 10, No. 2 (2016)
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
Conflict Management Programs for Teachers
The activities in the form of seminars, training, and even workshops are
anchored on the results and findings of this current study. Some activities for
teachers are: seminar workshop on conflict resolution and analysis with
emphasis on conflict management; seminar-workshop on alternative dispute
resolution (ADR) with emphasis on the various forms of mediation or
negotiation process; training with respect to proper communication skills (verbal
or non-verbal), right behaviour, and attitude in handling conflicts between and
among them.

20. What is STRESS?
oStress - Any physical,
chemical or emotional
factor causing bodily
harm or mental tension.
EDM 212│Conflict and Stress Management
oWork stress refers to the process of job stressors, or
stimuli in the workplace, leading
to strains, or negative responses or reactions.

21. Stages of Stress?
EDM 212│Conflict and Stress Management
Initial
Stage
Fuel
Shortage
Stage
Chronic
and Crisis
Stage
Burnout
Stage

22. Stages of Stress?
EDM 212│Conflict and Stress Management
Initial
Stage
Fuel
Shortage
Stage
Chronic
and
Crisis
Stage
Burnout
Stage
Anxiety due to new job, excitement, enthusiasm, pride,
challenges in first stage.

23. Stages of Stress?
EDM 212│Conflict and Stress Management
Initial
Stage
Fuel Shortage
Stage
Chronic
and Crisis
Stage
Burnout
Stage
Energy resource gradually go down in coping with the demands,
habits and strategies for coping stress.

24. Stages of Stress?
EDM 212│Conflict and Stress Management
Initial
Stage
Fuel
Shortage
Stage
Chronic and
Crisis Stage
Burnout
Stage
Physiological symptoms are prominent, if it persist for a long time,
we enter a crisis stage.

25. Stages of Stress?
EDM 212│Conflict and Stress Management
Initial
Stage
Fuel
Shortage
Stage
Chronic
and Crisis
Stage
Burnout
Stage
When the ability to cope with stress begins to let us down, then we
are in this stage.

26. Factors which cause Stress?
EDM 212│Conflict and Stress Management
01
Organizational
Constraints
1. Job-related
information
2. Budgetary support
3. Required support
4. Materials and
supplies
5. Required services
and help from
others
6. Task preparation
7. Time availability
8. Work environment
9. Scheduling of
activities
10. Transportation
11. Job-related authority
02
Workplace
Mistreatment
Workplace
mistreatment presents
a cluster of
interpersonal variables
such as interpersonal
conflict, bullying,
incivility.
03
Role Stressor /
Multiple Roles Given
1. Role Ambiguity
2. Role Conflict
3. Role Overload

27. Factors which cause Stress?
EDM 212│Conflict and Stress Management
04
Workload
Excessive workload is
one of the most
salient stressors at
work.
• Quantitative
Workload
• Qualitative
Workload
06
Personal inadequacy
It could be a factor for
stress when the
competencies of the
employee are not up
to the mark for the
job.
07
Ethical Issues
It could be a cause of
stress when certain
things are expected of
you which do
not fit in your ethical
behavior and are
forced to do
05
Work-Family Conflict
It is a form of inter-
role conflict in which
demands form one’s
work domain and
one’s family domain
are incompatible to
some extent.

28. Factors which cause Stress?
EDM 212│Conflict and Stress Management
08
Nature of the Job
Common work related
stress is experienced
from task demand,
time pressures ,nature
of job etc.
09
Inter-personal or
Group Factors
It includes factors such
as lack of cohesion,
interpersonal conflicts
,unpleasant
relationship ,poor
communication ,fear
of being isolated from
the group as a valued
member.

29. Effects of Stress
EDM 212│Conflict and Stress Management
Poor Time Management
o An overwhelming workload, lack
of peer support and too many demands at once, however,
contribute to a sense of frustration and
panic that there isn't enough time to complete the work.
Strained Relationship
o Stress is a major contributor to job burn-out and strained
interactions with peers and supervisors

30. Effects of Stress
EDM 212│Conflict and Stress Management
Lack of Focus
o Stress affects your ability to remember things you already
know, to process new information you
are learning and to apply both to analytical situations and
physical tasks that require
concentration.
Effect on Health
o In addition to headaches, sleep disorders, vision problems, weight
loss/gain and blood pressure, stress affects cardiovascular,
gastrointestinal and musculoskeletal systems, says Richard
Weinstein, author of "The Stress Effect."

31. Effects of Stress
EDM 212│Conflict and Stress Management
In recent decades, researchers have studied the relationship
between job stress and physical illness. Examples include sleep
disturbances, upset stomach and headache, as well as compromised
relationships with family and friends. Other symptoms include:
- Headaches - Procrastination
- High blood pressure - Increased use of alcohol and
- Indigestion drug
- Insomnia - Poor job performance
- Irritability
- Short attention span
- Loss of appetite

32. Strategies to Overcome Stress
EDM 212│Conflict and Stress Management
Delegation of Work
Time Management
Stress Management Training and Employee Assistance
Program
Other Leadership Strategies

33. Other Leadership Strategies
EDM 212│Conflict and Stress Management
Ensuring that workload is aligned with employee
capabilities and resources
Designing job that provide meaning and
opportunities for workers to succeed
Clearly defining roles and responsibilities
Providing opportunities for professional
development and participation in decision-
making
Improving communication concerning the overall
health of the company

34. Strategies to Overcome Stress
EDM 212│Conflict and Stress Management
Managing Stress at Individual Level
Enhancing Personal Skills for Top Job
Performance
Goal Oriented Work

35. Managing conflict and Stress
https://docs.google.com/presentation/d/1HSA7-
0yS1KRAAUcIU_an1oHSwj-LgSNBhNhc-zudV5w/htmlpresent

36. EDM 217
Organization and Management of Educational Institution
CONFLICT AND STRESS
MANAGEMENT
EMILIO FER G. VILLA
Reporter
RODYARD B. MADICLUM, EdD
Course Facilitator