stress management ;meaning and organizational structures: meaning, typical organizational charts

1. PRESENTATION
ON
STRESS MANAGEMENT
&
ORGANIZATIONAL STRUCTURES
BY
SAKINA & KRUTHIK
(MMS-F&A)

2. PART A
STRESSMANAGEMENT
CONTENTS:
1. MEANING OF STRESS
2. DEFINTION OF STRESS MANAGEMENT
3. CAUSES OF STRESS
• EXTRA ORGANISATIONAL STRESSORS
• ORGANISATIONAL STRESSORS
• GROUP STRESSORS
• INDIVIDUAL STRESSORS
4. COPING STRATEGY FOR STRESS
• THROUGH ORGANISATION
• THROUGH INDIVIDUAL

3. • When A Situation Is Out Of Control, The Feeling That Is Felt
Will Be Known As Stress.
• Its Subject To Pressure Or Tension.

4. STRESS MANAGEMENT
Stress Management refers to the wide SPECTRUM of
techniques and PSYCHOTHERAPIES aimed at controlling a
person's LEVELS OF STRESS, especially CHRONIC STRESS,
usually for the purpose of improving everyday functioning.
DEFINITION

5. CAUSES OF STRESS
A. EXTRA ORGANISATIONAL STRESSORS.
B. ORGANISATIONAL STRESSORS
C. GROUP STRESSORS
D. INDIVIDUAL STRESSORS

6. EXTRA ORAGNISATIONAL STRESSORS
• TECHNOLOGICAL FACTORS
• POLITICAL FACTORS
• ECONOMIC FACTORS

7. ORAGNISATIONAL STRESSORS
• ORGANISATIONAL STRUCTURAL FACTORS
• ORGANISATIONAL LEADERSHIP FACTORS
• ORGANISATIONAL LIFE CYCLE
• ORGANISATIONAL POLITICS
• ROLE RELATED FACTORS

8. GROUP STRESSORS
• GROUP COHESIVENESS
• LACK OF SOCIAL SUPPORT
• CONFLICTS
• ORGANISATIONAL CLIMATE

9. INDIVIDUAL STRESSORS
• JOB CONCERNS
• CAREER CHANGES
• ECONOMIC RPOBLEMS
• CHANGES IN LIFE STRUCTURE
• THE PACE OF LIFE
• LIFE TRAUMAS
• PERSONALITY OF A PERSON
• ABILITY TO COPE

11. Managing stress

12. ORGANISATIONAL STRATEGIES
• EFFECTIVE ORAGNISATIONAL COMMUNICATION
• EMPLOYEE PARTICIPATION IN DECISION MAKING
• GREATER INDEPENDENCE AND RESPONSIBILITY
• MEANINGFUL AND TIMELY FEEDBACK
• ENCOURAGE DECENTRALIZATION
• INCENTIVES AND SALARY STRUCTURE
• JOB ROTATION
• JOB ENRICHMENT

13. INDIVIDUAL STRATEGIES
• BE POSITIVE
• MAKE CHOICE NOT TO OVER REACT ON STRESSOR
• COMMUNICATE
• ACCEPT YOUR SELF ( AND OTHERS)
• MAKE CONNECTION WITH PEOPLE
• DEAL EFFECTIVELY WITH MISTAKES
• DEAL EFFECTIVELY WITH SUCCESS ALSO
• DEVELOP SELF DISCIPLINE AND CONTROL
• AVOID MUCH OF CAFFEINE & ALCOHOL AND INDULGE IN PHYSICAL ACTIVITIES
• MAINTENANCE

19. CAN YOU GUESS?
• What is the Relationship between
desserts and stressed??
• Why have I given you oranges??

22. conclusion

23. PART -B
• Meaning
• Typical organizational chart
• Centralized and decentralization
• Departmentalization
• Line, line and staff, matrix, cross functional
• Behavioural implications of different organizational
designs
ORGANISATIONALSTRUCTURE

24. An organizational structure defines how activities such as task allocation,
coordination and supervision are directed toward the achievement
of organizational aims.
ORGANIZATIONAL STRUCTURE
It can also be considered as the viewing glass or perspective through which individuals
see their organization and its environment.

26. CONCLUSION OF THE VIDEO
• Centralized organization can be defined as a hierarchy decision-
making structure where all decisions and processes are handled strictly at the
top or the executive level
• A decentralized organization is one in which most decisions are made by mid-
level or lower-level managers, rather than being made centrally by the head of
the company. It's the opposite of a centralized organization, in which all
decisions are made at the top.
• Departmentalization involves dividing an organization into different departments,
which perform tasks according to the departments' specializations in the
organization. Departmentalization as a means of structuring an
organization can be found in both public and private organizations.

27. • Line organization is the most oldest and simplest method of administrative
organization. According to this type of organization, the authority flows from top to
bottom in a concern. The line of command is carried out from top to bottom
• Line and staff organization is a modification of line organization and it is more
complex than line organization. According to this administrative organization,
specialized and supportive activities are attached to the line of command by
appointing staff supervisors and staff specialists who are attached to the line
authority
• A matrix organizational structure is a company structure in which the reporting
relationships are set up as a grid, or matrix, rather than in the traditional hierarchy.
• In other words, employees have dual reporting relationships - generally to both a
functional manager and a product manager
• A cross-functional team is a group of people with different functional expertise
working toward a common goal. It may include people from finance, marketing,
operations, and human resources departments. Typically, it includes employees
from all levels of an organization.