This document discusses stress management. It defines stress as occurring when demands threaten one's ability to achieve goals. Stressors can be positive like career success or negative like illness. Stress is acute from recent events or chronic over long periods. Stress stems from external factors like family issues, organizational changes, lack of group cohesion, and individual roles. Consequences include physical health problems, psychological impacts like burnout, and reduced job performance. Employers can manage work stress by removing stressors, offering work-life balance, withdrawing employees temporarily, changing stress perceptions, and controlling consequences through exercise, wellness programs, and relaxation.
Notes on Stress Management, Conflict management & Knowledge Management in Org...Yamini Kahaliya
The document contents notes on Stress, Conflict & Knowledge Management .
1. Stress is defined as “a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet those needs.”
2. Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of harmony and stability in an interdependent world.
3. Knowledge management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
Notes on Stress Management, Conflict management & Knowledge Management in Org...Yamini Kahaliya
The document contents notes on Stress, Conflict & Knowledge Management .
1. Stress is defined as “a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet those needs.”
2. Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of harmony and stability in an interdependent world.
3. Knowledge management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
140 Chapter 7 Stress and Well-Being at WorkChapter 7 .docxmoggdede
140 Chapter 7: Stress and Well-Being at Work
Chapter 7: Stress and Well-being at Work 123
7
STRESS and WELL-BEING at WORKChapter Scan
Stress can be beneficial or harmful. While some harmful stress is inevitable, the techniques and approaches available for dealing with that stress are increasing. Some individuals and some circumstances are more at risk for high stress than are others. This chapter also reviews the benefits of controlling stress in the workplace.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following:
1.
Define stress, distress, strain, and eustress.
2.
Compare four different approaches to stress.
3.
Explain the psychophysiology of the stress response.
4.
Identify work and nonwork causes of stress.
5.
Describe the benefits of eustress and the costs of distress.
6.
Discuss four moderators of the stress-strain relationship.
7.
Distinguish the primary, secondary, and tertiary stages of preventive stress management.
8.
Discuss organizational and individual methods of preventive stress management.
Key terms
Chapter 7 introduces the following key terms:
stress
stressor
distress
strain
homeostasis
ego-ideal
self-image
eustress
participation problem
performance decrement
compensation award
Type A behavior pattern
personality hardiness
transformational coping
self-reliance
counterdependence
overdependence
preventive stress management
primary prevention
secondary prevention
tertiary prevention
THE CHAPTER SUMMARIZED I.
LOOKING AHEAD: Risk Factors and Coronary Heart Disease
II.
WHAT IS STRESS?
Stress is the unconscious preparation to fight or flee that a person experiences when faced with any demand. Stress does not necessarily have to be destructive. A stressor is the person or the event that triggers the stress response. Distress refers to the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events.
A.
Four Approaches to Stress
1.
The Homeostatic/Medical Approach
Walter Cannon was the physiologist who discovered the stress response, and he initially named it "the emergency response,” or "the militaristic response." A steady state balance, or equilibrium, is homeostasis, which is upset when a person faces an external demand. The body has natural processes to keep it in homeostasis.
2.
The Cognitive Appraisal Approach
Richard Lazarus made contributions related to the psychology of stress. What is stressful for one person may not be stressful for another. Stress is a result of the person-environment interaction. The person's cognitive appraisal of a situation as stressful is a key part of the stress process.
3.
The Person(Environment Fit Approach
Robert Kahn determined that there is a person-environment fit when skills and abilities match role expectations. Stress occurs when expectations are conflicting or confusing, or when a person's resources are unable to me ...
Presenting about stress and work well-being
The presentation is about stress and how to reduce and manage properly, also talking about the strategies to prevent bullying and other types of violence that occur in the workplace, including the topic about some hypotheses about frustration-aggression and justice.
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Stress is inevitable in today’s complex life. Right from the time of birth till death, an individual is regularly exposed to various stressful situations. The threat of political and economic imbalances and uncertainties, unemployment, poverty, urbanization and increased socio- economic complexities and
innumerable other factors contribute to stress. In fact modern times have been called the “age of anxiety and stress” (Coleman, 1976). Stress has been experienced since time immemorial, but its toll is higher than ever before. Stress is growing problem because of increase in working hours, deadlines, conflicting demands and increase accountability. The present paper makes an attempt to discuss stress
and its solution with reference to pertinent literature.
1. Stress management
SUBMITTED TO:
DR. R.K BHARTI
SENIOR FACULTY
SUBMITTED BY:
RISHAV
MSW 4TH SEMESTER
ROLLNO : 28
Department of Social Work
Institute of social sciences
Dr. Bhimrao Ambedkar university, Agra
2. What is Stress?
Stress is experienced whenever a person is
confronted with a demand or challenge that
threatens his or her ability to attain valued
outcomes.
Stressful events-events that place demands on us
are called stressors. Example of stressors includes
noise, extreme cold, and excessive time pressures.
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3. • People often think of stress in negative terms
and believe that it is caused by something bad
in the environment. For example, a family
member becomes ill.
• However, there is a positive side of stress caused
by good things like a student securing admission
into medicine or an employee getting promoted
as a manager. This is called eustress. The Greek
word eu means good.
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4. Types of stress
• Acute stress is most often caused by reactive
thinking. Negative thoughts predominate about
situations or events that have recently occurred,
or upcoming situations, events, or demands in
the near future.
• Chronic stress is the most harmful type of
stress. If chronic stress is left untreated over a
long period of time, it can significantly and often
irreversibly damage your physical health and
deteriorate your mental health.
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6. • External Stressors
In the analysis of job stress, we tend to ignore outside
forces or events. In fact, they have a greater impact on
stress. Quite often, we experience plenty of stress
situations outside the organizational settings.
External stressors stem from societal changes,
globalization, family economic conditions, relocation,
race, religion and community conditions. You have to
remember that when employees join the
organizations, the stressors are also carried over
which affect their behavior.
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7. • Organizational Stressors
Organizational stressors are many and manifest
themselves in different forms. You may note that
any change in organization is stressful.
Technological changes and structural changes
happen too frequently. Mergers and acquisitions
are increasingly resorted to.
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8. • Group Stressors
As you are aware, within an organization, there are several groups that
function at different levels. A number of stressors arise at group levels .
Lack of group cohesiveness
Lack of group supports
Interpersonal supports
• Individual Stressors
At individual level, there are many factors that contribute to stress,
most of which are role related. Role related stressors include conditions
where employees have difficulty in understanding, reconciling, or
performing the various roles in their lives. The four main role-related
stressors are role conflict, role ambiguity, workload, and task control.
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9. • Consequences of Stress
Stress has serious consequences on health as well as job
performance. Stress results in a variety of physiological,
psychological, and behavioral consequences.
• Physiological Consequences
Stress takes its toll on the human body. Studies have found
that students who are anxious about their exams are more
susceptible to colds and other illnesses. As you are aware,
many people experience tension or headache due to stress.
Others get muscle pain and related back problems. These
physiological ailments are attributed to muscle contractions
that occur when people are exposed to stressors.
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10. • Psychological Consequences
Stress results in various psychological consequences like job
dissatisfaction, moodiness, and depression. Emotional fatigue is
another psychological consequence of stress which is called job
burnout.
• Job Burnout
Burnout is the process of emotional exhaustion,
depersonalization, and reduced personal accomplishment
resulting from prolonged exposure to stress. The term “job burnout”
was not known 50 years ago; but it’s a much talked about phenomenon
these days. Job burnout is a complex process that includes the
dynamics of stress, coping strategies, and stress consequences. Burnout
is caused by excessive demands made on people who serve or
frequently interact with others. Interpersonal and role- related
stressors cause burnout.
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11. • Behavioral Consequences
When stress becomes distress, job performance
comes down and workplace accidents increase.
High stress levels impair your ability to remember
information, make effective decisions, and take
appropriate actions. You probably experience this
kind of distress in exams. You are likely to forget
important information and commit mistakes.
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12. Managing Work-Related Stress
• Remove the Stressor
An important way companies can effectively manage stress is by
removing the stressors that cause unnecessary tension and job
burnout. Other stress management strategies may keep
employees. “Stress-fit”, but they don’t solve the fundamental
causes of stress.
• Family-Friendly and Work-Life initiatives
The most common work-life balance initiatives are flexible work
time, job sharing, telecommuting, personal leave programs, and
childcare support. Many firms have flexible timings with regard
to the hours, days, and amount of time employees want to work.
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13. • Withdraw from the stressor
Removing the stressor may be an ideal solution, but that is
not always possible. An alternative strategy is to
permanently or temporarily take employees away from the
stressor. Permanent withdrawal occurs when employees
are transferred to other jobs.
• Change stress perceptions
You have earlier learnt that employees experience different
levels of stress in the same situation because of their
perceptual differences. Therefore, changing perceptions of
the situation can minimize stress.
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14. • Control the consequences of stress
Managing workplace stress also involves controlling its
consequences. Research studies show that physical
exercise reduces the physiological consequences of
stress by helping employees lower their respiration,
muscle tension, heartbeat and stomach acidity.
Beyond fitness programs, some companies offer
wellness programs that educate and support
employees in terms of better nutrition and fitness,
regular sleep, and other healthy habits. Another way to
control the physiological consequences of stress is
through relaxation and meditation.
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