Stress management

Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)

DEALING WITH STRESS


Stress at WorkStress at Work


ISSUES TO CONSIDERISSUES TO CONSIDER

• WHAT IS STRESS ???

• WHAT CAUSES STRESS ???

• WHAT FACTORS MINIMIZE IMPACT OF STRESS???

• WHAT IS THE CONSEQUENCE OF STRESS???

• WHAT CAN BE DONE ABOUT STRESS???


DEFINITIONSDEFINITIONS

Stressor Stressor is defined as objects / events / is defined as objects / events / situations in physical and social situations in physical and social environments that make a demand on environments that make a demand on our mind and bodiesour mind and bodies

Stress Stress response is a mental and response is a mental and physical reaction to a stressorphysical reaction to a stressor

Perpetual mechanismPerpetual mechanism interprets a interprets a stressor as being positive or negativestressor as being positive or negative


EFFECT OF STRESSOR EFFECT OF STRESSOR


TYPES OF STRESSTYPES OF STRESS

EUSTRESS DISTRESS


DEFINITIONSDEFINITIONS

Eustress Eustress refers to a positive stress that:refers to a positive stress that:Can adapt to stressors successfullyCan adapt to stressors successfullyOccurs when the personal capacity Occurs when the personal capacity

exceeds stress level experiencedexceeds stress level experienced

DistressDistress refers to a negative stress that: refers to a negative stress that: Is unsuccessful in adapting to / removing Is unsuccessful in adapting to / removing

a stressora stressor

Rumesh Kumar - ITD (15/08/03)

GENERAL ADAPTATION SYNDROME

It explains the process whereby human beings adjust to stressors in their environment

Involves processes of Alarm, Resistance and Wear


THE STRESS MODELTHE STRESS MODEL

Experienced Stress

Environmental Factors

Organizational Factors

Individual Factors

Physiological Symptoms

Psychological Symptoms

Behavioral Symptoms

Individual Differences


Stressors intrinsic

to the Job

Role of the Individual

Career Development

Organizational Structure

RelationshipsWith

Others

Interface between

Work & Home

SOURCES OF STRESS AT WORK

INDIVIDUAL CHARACTERISTICS

BIOGRAPHICAL AND

DEMOGRAPHIC FACTORS

PERSONALITY

COPING STRATEGIES

SYMPTOMS OF OCCUPATIONAL

ILL HEALTH

INDIVIDUAL SYMPTOMS

•Diastolic Blood Pressure•Cholesterol Level

•Heart Rate•Smoking

•Depressive Mood•Escapists Drinking•Job Dissatisfaction•Reduced Aspiration

ORGANIZATIONAL SYMPTOMS•High Absenteeism•High labor turnover•Industrial Relations

Difficulties•Poor Quality Control

DISEASE

Coronary Heart

Disease

Mental Ill health

Prolonged Strikes

Frequent & Severe Accidents

Chronically Poor Performance


Sources of Stress

Stressors intrinsic to the Job

Role of the Individual in the

Organization

Interface between Work and Home

Organizational Structure And Climate

Career Development

Relationship withOthers


Organizational Factors that causeStress

Task Demands

Role Demands

Organizational Life Cycle

OrganizationalLeadership

Interpersonal Demands

Organizational Structure


Stressors Intrinsic to the JobStressors Intrinsic to the Job

• Physical Working Conditions



• Working Long Hours



• Work Overload



Information Technology


The Role of the IndividualThe Role of the Individual

• Role ConflictRole Conflict

• Role AmbiguityRole Ambiguity

• Responsibility for Responsibility for OthersOthers



• Responsibility for Responsibility for OthersOthers



• Role ConflictRole Conflict



• Role AmbiguityRole Ambiguity


CAREER DEVELOPMENT

Job Future Uncertainty and Ambiguity


CAREER DEVELOPMENT

Retrenchment and Budget Cutbacks


CAREER DEVELOPMENT

Mergers and Acquisitions


CAREER DEVELOPMENT

Over Promotion


CAREER DEVELOPMENT

Occupational Lock In


RELATIONSHIPS WITH RELATIONSHIPS WITH OTHERSOTHERS

Relationship with the Relationship with the immediate bossimmediate boss


RELATIONSHIPS WITH RELATIONSHIPS WITH OTHERSOTHERS•Relationship with fellow co-workers


Organizational Structure and ClimateOrganizational Structure and Climate

Participation in Participation in Decision MakingDecision Making



Performance Performance AppraisalAppraisal



Organizational Organizational CultureCulture


Interface Between Home and Interface Between Home and WorkWork Relationships Relationships

between work between work and familyand family


Interface Between Home and Interface Between Home and WorkWork Dual Career Dual Career

CouplesCouples


Interface Between Home and Interface Between Home and WorkWork Life EventsLife Events


ENVIRONMENTAL FACTORS THAT ENVIRONMENTAL FACTORS THAT CAUSE STRESSCAUSE STRESS

• Technological uncertainty

• Economic uncertainty

• Political uncertainty


INDIVIDUAL FACTORS THAT INDIVIDUAL FACTORS THAT CAUSE STRESSCAUSE STRESS

• Family problems

• Financial problems


INDIVIDUAL CHARACTERISTIC THAT INDIVIDUAL CHARACTERISTIC THAT AFFECT LEVELS OF EXPERIENCED AFFECT LEVELS OF EXPERIENCED

STRESSSTRESS

• Perceptions• Job experience, Age and Level of Ability• Locus of control• Type A behavior• Extroversion / Introversion• Sex Differences-Professional Women


DIAGNOSTIC TOOL FOR STRESS MANAGEMENT AND WELL BEING AT WORKARE YOU A TYPE A?To determine your Type A or Type B profile, circle the number on the scale below that best characterizes your behavior for each trait.

1. Casual about appointments 1 2 3 4 5 6 7 8 Never late appointments2. Not competitive 1 2 3 4 5 6 7 8 Very competitive3. Never feel rushed 1 2 3 4 5 6 7 8 Always rushed even under pressure4. Take things one at 1 2 3 4 5 6 7 8 Try to do many a time things at once, 5. Slow doing things 1 2 3 4 5 6 7 8 Fast (eating,walking,etc.)6. Express feelings 1 2 3 4 5 6 7 8 Sit on feelings7. Many interests 1 2 3 4 5 6 7 8 Few interests outside workSource: Adapted from .W. Bortner, “Short Rating Scale as a Potential Measure of Pattern A Behavior,” Journal of Chronic Diseases, June 1969, pp. 87-91. With permission.


THE STRESS - JOB PERFORMANCE THE STRESS - JOB PERFORMANCE RELATIONSHIPRELATIONSHIP

J o b

P e Low stress levels High stress levels r stimulate employee create unattainable f to increase tendency demands that o to act to reduce deteriorate r stress levels performance m a n c e Stress levels•


ExhaustionBreakdown

Burnout


Fatigue and exhaustionFatigue and exhaustion

• Steps to remedy this can be as simple as going to bed earlier, or taking a good break.

• Alternatively re-examine your life and check whether the things you are doing lead to you meeting your personal goals. This may show you which jobs or commitments you can drop. Implementing time management strategies may also help you to work more effectively, giving you more time to relax.

• Where the problem is serious, go to see your doctor.


BreakdownBreakdown

• Where an individual has been under sustained stress for a long period of time, has suffered serious life crises, or has reached a stage of exhaustion and demoralization, then breakdown may occur.

• 'Breakdown' sounds sudden and dramatic - in the case of physical breakdown it may be. Mental breakdown, however, may be slow in onset, and may be mild or severe. The boundary between prolonged unhappiness or exhaustion and breakdown is blurred - one definition of breakdown may be that the sufferer finally carries out some act that makes it impossible to continue functioning normally in society.


Symptoms of nervous breakdownSymptoms of nervous breakdown

• Uncharacteristic, uncontrollable, irrational behaviour

• intense and excessive anxiety • severe depression • obsessive activity - persistent performance of

an irrational activity, or of a normal activity to an irrational degree

• manic depression - depression interspersed with periods of euphoria


Symptoms of nervous breakdownSymptoms of nervous breakdown

• destructive and self-destructive behavior: – sobbing – screaming – shouting – violence – self-mutilation – suicide

• doing stupid things: – giving up a good job – breaking up good relationships – shoplifting – becoming dependent on drugs

• schizophrenia


Burn-OutBurn-Out

• Burn-Out occurs where highly committed people lose interest and motivation.

• Typically it will occur in hard working, hard driven people, who become emotionally, psychologically or physically exhausted. You are at risk of burnout where:


You are at risk of burnout where: You are at risk of burnout where:

• you find it difficult to say 'no' to additional commitments or responsibilities

• you have been under intense and sustained pressure for some time

• your high standards make it difficult to delegate to assistants • you have been trying to achieve too much for too long • you have been giving too much emotional support for too long • Often burn-out will manifest itself in a reduction in motivation,

volume and quality of performance, or in dissatisfaction with or departure from the activity altogether.


CONSEQUENCE OF STRESSCONSEQUENCE OF STRESS

• Physiological symptoms – changes in the metabolism that accompany Stressors

• Psychological symptoms - mental health threatened by high levels of Stress

• Behavioral symptoms - changes in behavior related to stress


If you are in Danger of Burning If you are in Danger of Burning Out...Out...

• Re-evaluate your goals and prioritize them • Evaluate the demands placed on you • Identify your ability to comfortably meet these demands. • If you are over-involved, reduce the commitments that are

excessive • If people demand too much emotional energy, become more

unapproachable and less sympathetic. Involve other people in a supportive role. You owe it to yourself to avoid being bled dry emotionally.

• Learn stress management skills


If you are in Danger of Burning If you are in Danger of Burning Out...Out...

• If you are over-involved, reduce the commitments that are excessive

• If people demand too much emotional energy, become more unapproachable and less sympathetic. Involve other people in a supportive role. You owe it to yourself to avoid being bled dry emotionally.

• Learn stress management skills


Managing Stress

Preventive Strategies Curative Strategies

Counseling TechniquesStress Management Programs


COUNSELING TECHNIQUESCOUNSELING TECHNIQUES

• Relaxation Training• Biofeedback• Cognitive Technique

Application• Exercise• Time Management

Skills


STRESS MANAGEMENT STRESS MANAGEMENT PROGRAMSPROGRAMS

• Employee Assistance Program

• Wellness Works Program

• Stay well Program

• Kimberly Clarke’s health care program


INDIVIDUAL APPROACHES TO INDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS

• Exercise• Relaxation• Diet• Opening up• Professional help• Time Management



• Exercise



• Relaxation



• Diet



• Opening up



Professional help



•Time Management


MANAGING STRESS IN MANAGING STRESS IN ORGANIZATIONSORGANIZATIONS

• Identify Source of role conflict in order to minimize it

• Improve Communications in the Organization• Encourage Job Rotation• Provide Social Support• Praise your staff• Try to delegate where possible• Provide career and promotion prospects


MANAGING STRESS IN MANAGING STRESS IN ORGANIZATIONSORGANIZATIONS

• Select and promote the right employees

• Pay attention to staff family concerns

• Eliminate Sex Discrimination practices

• Review the office / work place layout

• Consider alternative methods of working

• Carry Out Stress Audits on a regular basis

Business

Stress management