Stress is defined as the body's response to external demands or pressures that results in physical, psychological, or behavioral symptoms and can be caused by numerous environmental and organizational factors. While some stress is inevitable and can be beneficial in moderation, too much stress that is not properly managed can become distress and negatively impact health, relationships, and job performance if not addressed through effective stress management techniques. The document discusses various causes and types of stress as well as strategies for minimizing or coping with stress through time management, relaxation, exercise, conflict resolution skills, and making adjustments to work demands and responsibilities.

1. By- Payal Chhabra

2. } Stress is defined as an adaptive response to
an external situation that results in physical,
psychological and/or behavioral deviations
for organizational participants.
} Stress is the body’s general response to
environmental situations.

3. 1. Stress is a neutral word- Stress itself is
not bad in itself.
Ø Distress
Ø Eustress
2. Stress is associated with constrain & Demand-
Ø Constrain prevents individual from doing what he or
she desires.
Ø Demands refer to the loss of something desired.

4. 3. Two conditions are necessary for potential
stress to become actual stress-
i. Uncertainty over the outcome,&
ii. Outcome must be important.

5. 4.Stress is not simply anxiety –Stress may be
accompanied by anxiety, but two are not
synonymous.
Ø Anxiety is psychological & emotional whereas
stress operates in the physiological sphere also
along with psychological sphere.

6. 5. Stress is not necessarily damaging, bad or to
be avoided.

8. Political
Extra
organiza
tional
Stress
Socio-
Technological demographic

9. Administrative policies
Downsizing
Competitive Pressure
Merit pay plans
Organizational Structure &
Design
Centralization & Formalization
Job
Role ambiguity &Conflict
Stress
Organizational Process
Tight Control
Down ward communication
Centralized decision making
Working Condition
Crowded work area
Noise, heat or cold
Unsafe dangerous conditions

10. Group Stressors
Lack of group Lack of social support
cohesiveness

11. } Always moving, walking, eating rapidly,
} Feel impatient with the rate at which most event take
place,
} Strive to think or to do two or more things at once,
} Cannot cope with leisure time,
} Are obsessed with numbers, measuring success in
terms of how many or how much everything they
acquire.

12. } Never suffer with sense of time urgency and have
patience,
} Feel no display or discuss their achievements unless
such exposure is demanded by situation,
} Play for sun ad relaxation, rather than to exhibit their
superiority at any cost,
} Can relax without guilt.

13. } Type A can operate under moderate to high level stress
} They like time pressure working,
} They are fast workers and believe in quantity over
quality,
} They are rarely creative,
} They are more likely to be selected in an interview due
to their attitude, competence, aggressiveness, success
desires etc.

14. } Role overload.
} Role conflict.
} Inter role conflict.
} Task characteristics.

15. } Conflict: A battle, contest of opposing forces, discord,
antagonism existing between primitive desires and
instincts and moral, religious, or ethical ideals.
} Conflict occurs when two or more people oppose one
another because their needs, wants, goals, or values are
different. Conflict is almost always accompanied by
feelings of anger, frustration, hurt, anxiety, or fear.

16. Traditional View Current View
1) Conflict is avoidable. 1)Conflict is inevitable.
2)Conflict is caused by management 2)Conflict arises from many causes,
error including org, structure,
In designing organization or by unavoidable differences in goals, in
trouble makers. perceptions & values of specialized
personnel & so on.
3)Conflict disturbs the organization 3)Conflict contributes & detracts
& prevents optimal performance. from org. performance in varying
degrees.
4)The task of the management is to 4)The task of the management is to
eliminate conflict. manage the level of conflict & its
resolution for optimal org.
performance.
5)Optimal org. performance requires 5)Optimal organizational
the removal of conflict. performance requires a moderate
level of conflict.

17. } Intrapersonal Conflict
} Interpersonal Conflict
} Organizational Conflict
} Constructive Conflict
} Destructive Conflict

18. } It refers to conflict with in an individual.
} The reason for intrapersonal conflict-
Ø Frustration
Ø Numerous roles which demand equal attention but
is not possible to devote.
Ø Goals having both negative & positive aspect
Ø Cognitive dissonances.{concerning perception,
language, reasoning, and emotion, is represented
and transformed in the brain.}
Ø Neurotic tendencies.{disturbed}

19. } Interpersonal conflict occurs between two
individuals.
} The reason for interpersonal conflict
Ø Disagreements over ideas, interests, events
Ø Physical and verbal aggression.

20. } At its most basic, conflict involves a
disagreement among parties. In a company,
conflict can occur between individuals or
among groups.

21. } Constructive conflict is not identified on the
loudness or intensity of people’s voices
when arguing or on the glaring look of
people’s faces.
} The outcome of constructive conflict is
productive.

22. } Conflict is inevitable, yet it can be controlled and
minimized. How an individual or a group responds
to conflict and the behavior towards the situation
determines the negative or positive outcome of the
disagreement. If conflict is mishandled or not
properly managed by the parties involved, th.en an
unproductive and unlikely result will be generated

23. } Conflict management is the practice of
identifying and handling conflict in a
sensible, fair, and efficient manner. Conflict
management requires such skills as effective
communicating, problem solving, and
negotiating with a focus on interests

24. } Meditation
} Cognitive restructuring
} Muscle relaxation
} Biofeedback
} Time Mangement

25. } Job redesign
} Changes in workloads
} Flexible working hours
} Work shop dealing with role clarity & role
analysis

26. Quadrant 1 Quadrant 2
Important & Not
Urgent important
Most problem – But Urgent
solving activities
Answering the
phone
Quadrant 3 Quadrant 4
Important Not
But not Important
Urgent not urgent
Reading book Worrying on
related to being angry
current priorities