How to reduce stress?

1. CHANGE COMPETENCY
STRESS MANAGEMENTAT
METROPOLITAN HOSPITAL
Presented by:
Animaa
Karan Malhotra
Prabhat Keshari
Muhmmad Asif Bhat
Muhammad Edris Habibi

2.  The Metropolitan Hospital faces the
problems of stress on its middle level
managers.
 The top management tried to overcome of
these problems make a stress management
program.
 For this, the top management sought help in
dealing with these problems from external
organization development consultants with
skills and experiences in stress management.

3.  These consultants conduct a research and
make the target group of 45 middle
managers who were responsible for every
phase of operation.
 The response was only about the rising stress
due to changing of policies.
 The top management with the help of its
experts frame the time management and
distribute the tasks according to the
capability of thee employees.

4.  Strengths:
 Experienced managerial staff.
 Availability of resources.
 Application of research is qualitative as well
as quantitative.

5.  Lack of facilities.
 Lack of coordination.
 Ineffective dieting system
 Abrupt changes in the policies and
procedures.
 No perfect relationship.
 No working environment.

6.  Delegation of responsibility.
 Time management and resource
management.
 Establishment of training programs.
 Building up of well structured organizational
culture.
 Focusing on guiding principles.

7.  Disgusted working environment.
 Changing of staff and organizational culture.
 Reconstruction of dieting system.
 Need of more exercise facilities.
 Future forecasting losses.

8. Continuous change in instructions, policies,
procedures:
 Numerous unexpected crises and deadlines
arisen.
 Sudden increase in activity level or pace of
work.
 Increasing of work load.
 Rising of conflicts.

9. Immediate stress effects:
 Difficulties in sleeping.
 Changes in dieting.
 Changes in drinking patterns.
 Irritability.
 Focus on separate departments only:
 Neglecting relationships.
 Giving rise of fire-fight climate

10.  Rising of conflicts among middle managers
and subordinates.
 Cultural obstacles.
Intense working environment:
 Overburden of work.
 Lack of increasing in performance.
 More negative feelings

11. Health problems:
 Growing symptoms of illness.
 Rising of dieses.
 More food poisoning.
 Less refreshment facilities

12.  Time management.
 Distribution of work , job requirements &
performance standards.
 Relaxation and biofeedback.
 Non competitive physical-exercise.

13.  Development of social support system.
 Diet
 Leisure time activities.
 Learned optimism

14. 1. Identify the primary ideas and concepts from
the chapter that appear in this case ?
2. Using figure diagnose the work stressors at
Metropolitan Hospital?
3. Using figure analyze Metropolitan Hospital’s
stress management program.

15. o The result of stress leads only the chances of
failure.
o Money is not the solution of every problem there
are the non-monitory benefits which helps in
minimizing the issues.
o Team management plays a vital role in
enhancing the quality of working environment.
o Flexible working leads disinterest and
overburden.
o Fight is not the solution of any problem.

16. o Good working system motivates the
employees to contribute maximum for the
organization.
o No differentiation among the employees.
o Development of core principles.

17. THANKS HAVING A
NICE DAY