i need a thoughtful multiple choice question put together in reference to the passage attached

and frustrations. ant assignment. of daily task lists -y to keep it sim- The Increasing esort to a level of rtable and suffi- Importance of is all too easy to into yet another Prioritizing nager's personal task identifica- Within the advice offered up to this point it d commitments has been suggested several times that the reg. edly not needed ular establishment of priorities is important in the supervisor's continuing pursuit of the at the individ- job. Certainly just about everyone would agree leadlines-even that it would be counter-productive to spend als (or targets valuable time on tasks of minimal impor- racterize them) tance while important or perhaps even urgent f as you might matters remain untouched. Also, most would irect-reporting agree that at any given time it usually makes ny task worth the most sense to be concentrating on the most adline. Do not important task at hand. In other words, we task you must generally believe in the importance of priori- tainable dead- tizing our work at deadline. The belief in prioritizing had best become in the indi- permanently implanted in every supervisor's mind; it is becoming continually more import- nning is the time for con- ant to approach tasks with a strong sense of - unexpected priority governing many day-to-day choices. The first-line supervisor's role is steadily planned out changing in ways that are increasing super- her's day was 7,"is destined visory workload and at times even forcing had willing- choices between and among impending tasks for Monday, that all appear important. This is occurring for cted, had no a number of reasons, but all supposed causes of ds, and had changes affecting the supervisory role have as Driven by their basis the major changes affecting health Kay became care itself, such as competition, innovation, g. We have and especially financial pressure. The princi- und disrup- pal effects on the supervisor's role are caused itimate and by the likes of: that is suf- Financially driven layoffs that have thinned the ranks of supervisors and left de for each the unex- the surviving supervisors with more work. in ynthesis 120 cids. Side chains . Positive stress, followed by rela stress is not foll continue to exp the like. Reengineering and other named reorga nizing efforts that invariably leave some individual supervisors with increased responsibility Organizational mergers that result in con- solidations of departments, often result ing in one supervisor being placed over a combined function consisting of what had been to departments, each with its own supervisor Organizational "Hattening the removal of a middle-management level that results in some responsibilities being pushed up the chain of command but with often-sig- nificant responsibilities pushed down to the first-line supervisory level. On average most of the changes of the past two decades or so that impacted the first-line supervisor's role have expanded the responsi- feeling of Sources of Stress emanal your personal job environm ity, inherent living wheth Stress highly likel in some w seem inca the job at trations Chapter 7 Self Management and Personal Supervisory Effectiveness as physical. Indeed, the deman pers stress in the body can be purely emotional, or a combina And we should all be more than familiar with the fight-or- increased heart rate, faster the muscles, flowing adrenaline with that the body is ready for action, We cannot avoid experiencing amount of stress. It is inextric change. Stress is largely the way change, not through our con involuntarily, both physically and Perhaps one of the most we trol. When some outside in change disturbs our equilibrium involuntarily in ways that sugges ger have the measure of control Stress can be both positive It is positive when you are up foto prepared and alert and determine best when under pressure usually of response to positive stress. Con example, a key presentation you at the events that make for positive stress those that constitute negative stress ple vary greatly in their ability to cope w stress in general and to perform well as pressure in a job situation. Whether to positive or negative depends largely a you react after the stressful event has describe stress is as a events and circumstances, control. People who seem to to make to top management. The fute your department, as well as your own in the organization, may depend on her you do. You feel "up" for the occasion- perhaps anxious, maybe experiencing bes task of the moment. flies in the stomach. In your knowledged much is riding on your presentation, you Stress and the Supervisor thoroughly prepared (or one would hope The classic definition of stress, attributed to are) and determined to do a good job. Yine Dr. Hans Selye, acknowledged as the world's taking control, reacting positively to porto leading authority on the subject, is "the non stress. specific response of the body to any demand made on it." In 1914, years before Selye's work, Too much stress, however, can be 14 Dr. Walter B. Cannon defined stress as "the ative. And no one can completely iden body's ability to prepare itself instantaneously to respond to physical threat." The latter defi- response.? performes bilities attached to that role. When responsibil ities are multiplied it is natural that the feeling of having too much to do that some super- visors may already be experiencing is inten- sified. More and more the changes affecting the role are forcing supervisor to realize that if they cannot do it all." they must concentrate on the most important tasks at hand. Thus the critical importance of setting priorities and, as necessary, adjusting them on a daily basis, the overworked supervisor can do little better than to usually be focusing on the most important their per known e personal to affect frequent supervis perfor adverse w to sep from peop work side a w job the esc m us SC nition describes the oft-cited "fight-or-flight" We now know, of course, that the "threat" Cannon referred to can be emotional as well