The document discusses various aspects of stress at work including definitions, causes, effects, and ways to manage stress. It defines stressors as events or situations that cause mental or physical demand. Stress response is the reaction to a stressor, which can be interpreted positively or negatively. The document outlines several sources of stress at work such as intrinsic job factors, role in the organization, relationships, career development, and home-work interface. It also discusses individual characteristics that affect stress levels and provides strategies for addressing fatigue, exhaustion, and burnout.
The document discusses exercising positive control as the fifth step of the Management Task Cycle. It provides guidance on techniques for managers to effectively emphasize time, control details, apply goal pressure, and delegate tasks while avoiding becoming overly controlling. These include setting clear expectations and deadlines, regularly checking in on progress, engaging employees in goal setting, and trusting employees' abilities. The document also cautions against bottlenecks that can occur if managers skip earlier MTC steps and suddenly try to over-exert control.
This document provides an overview of innovation training for Intel's ISTG division. The objectives are to provide an understanding of innovation practices, information on ISTG's innovation investments and goals, and links to processes and tools. Key topics covered include definitions of innovation and systemic innovation, examples of radical, incremental and reapplied innovation, and why innovation is important for companies, employees and addressing competition. It also discusses ISTG's investments in innovation culture, funding, and tools. The document aims to help employees schedule time for innovative thinking and encourage risk-taking and new ideas.
The document discusses various design patterns, including structural patterns like the Composite pattern and behavioral patterns like the Strategy pattern. It provides examples of each pattern, explaining their structure, applicability, and consequences. It also covers the Singleton creational pattern and human interaction patterns such as "Go Back to a Safe Place". The document is intended to teach about design patterns and how they can be used to solve common programming problems.
This document provides an introduction to design patterns and their application in object-oriented software design. It discusses the history of design patterns, provides definitions, and gives examples of the Observer, Builder, and Strategy patterns. It also covers how to use design patterns during the software design phase and provides code examples from various Intel projects.
This document outlines an agenda for a time management course. The course covers topics such as defining time management, deciding what tasks to complete and priorities, planning, procrastination, managing interruptions, and changing habits. It provides examples of workload categories and techniques for reducing firefighting, prioritizing deliverables, overcoming challenges to planning, reducing procrastination, managing telephone calls and filing. The overall goal is to help participants improve their productivity and ability to manage their time effectively.
This document discusses various techniques for managing stress, including keeping a stress diary to identify stressors, using imagery and relaxation to reduce stress, anticipating and planning for stressful situations, focusing on rational thinking and positive self-affirmations to counteract negative thoughts, and using optimal stress levels to improve performance when under-motivated.
The document proposes an action plan to improve the software development process at Intel by adopting elements of the CMMI framework. It outlines suggested improvements to requirements gathering, design, and verification processes including using UML modeling, design reviews, test planning, and code reviews. Potential costs include training and an initial learning curve, while benefits could include increased customer satisfaction, improved work products, and fewer bugs. Feedback is sought from technical staff before implementing the changes.
Extreme Programming (XP) is an agile software development methodology that emphasizes communication, feedback, and simplicity. It consists of 12 specific practices like pair programming, planning games, small releases, and on-site customers. The goals of XP include reducing costs, shortening development timelines by 25-50%, and keeping requirements flexible through constant collaboration between developers and customers. Studies show that XP can help complete projects at a lower cost and faster pace by improving code quality, knowledge sharing, and responsiveness to changing needs.
The document discusses exercising positive control as the fifth step of the Management Task Cycle. It provides guidance on techniques for managers to effectively emphasize time, control details, apply goal pressure, and delegate tasks while avoiding becoming overly controlling. These include setting clear expectations and deadlines, regularly checking in on progress, engaging employees in goal setting, and trusting employees' abilities. The document also cautions against bottlenecks that can occur if managers skip earlier MTC steps and suddenly try to over-exert control.
This document provides an overview of innovation training for Intel's ISTG division. The objectives are to provide an understanding of innovation practices, information on ISTG's innovation investments and goals, and links to processes and tools. Key topics covered include definitions of innovation and systemic innovation, examples of radical, incremental and reapplied innovation, and why innovation is important for companies, employees and addressing competition. It also discusses ISTG's investments in innovation culture, funding, and tools. The document aims to help employees schedule time for innovative thinking and encourage risk-taking and new ideas.
The document discusses various design patterns, including structural patterns like the Composite pattern and behavioral patterns like the Strategy pattern. It provides examples of each pattern, explaining their structure, applicability, and consequences. It also covers the Singleton creational pattern and human interaction patterns such as "Go Back to a Safe Place". The document is intended to teach about design patterns and how they can be used to solve common programming problems.
This document provides an introduction to design patterns and their application in object-oriented software design. It discusses the history of design patterns, provides definitions, and gives examples of the Observer, Builder, and Strategy patterns. It also covers how to use design patterns during the software design phase and provides code examples from various Intel projects.
This document outlines an agenda for a time management course. The course covers topics such as defining time management, deciding what tasks to complete and priorities, planning, procrastination, managing interruptions, and changing habits. It provides examples of workload categories and techniques for reducing firefighting, prioritizing deliverables, overcoming challenges to planning, reducing procrastination, managing telephone calls and filing. The overall goal is to help participants improve their productivity and ability to manage their time effectively.
This document discusses various techniques for managing stress, including keeping a stress diary to identify stressors, using imagery and relaxation to reduce stress, anticipating and planning for stressful situations, focusing on rational thinking and positive self-affirmations to counteract negative thoughts, and using optimal stress levels to improve performance when under-motivated.
The document proposes an action plan to improve the software development process at Intel by adopting elements of the CMMI framework. It outlines suggested improvements to requirements gathering, design, and verification processes including using UML modeling, design reviews, test planning, and code reviews. Potential costs include training and an initial learning curve, while benefits could include increased customer satisfaction, improved work products, and fewer bugs. Feedback is sought from technical staff before implementing the changes.
Extreme Programming (XP) is an agile software development methodology that emphasizes communication, feedback, and simplicity. It consists of 12 specific practices like pair programming, planning games, small releases, and on-site customers. The goals of XP include reducing costs, shortening development timelines by 25-50%, and keeping requirements flexible through constant collaboration between developers and customers. Studies show that XP can help complete projects at a lower cost and faster pace by improving code quality, knowledge sharing, and responsiveness to changing needs.
SW development process and the leading indicatorJean Pаoli
This document discusses improvements to Intel's software development process and implementation of a "leading indicator" metric. It describes establishing a standardized development process across departments, with defined activities like requirements, design, coding, and testing. Each activity produces artifacts tracked in the system. A pilot implemented core activities in one department. The process will be expanded to additional activities and merged with the MPOR project management system. Implementation in other departments will follow to gradually roll out the new process company-wide.
This document discusses types of stress, signs of stress, and strategies for managing stress both personally and as a manager. It identifies three main types of stress: general stress from everyday events, cumulative stress from the buildup of everyday stressors, and trauma from abnormal threatening events. The document also outlines physical, emotional, mental, and social factors that can influence stress reactions. Finally, it provides tips for modifying personal stress responses such as taking breaks, getting enough sleep, and avoiding irritating people or events. As a manager, strategies include promoting awareness of stress, providing feedback and support to employees, and helping employees recognize their stress limits and signs of stress in others.
The document discusses effective prioritization and zero-based budgeting (ZBB). It begins by outlining the course objectives of better understanding how to apply ZBB concepts and create an action plan. It then defines ZBB as a process where all expenditures must be justified each period rather than just increases from the previous period. At Intel, ZBB is viewed more broadly as a resource management tool and prioritized list of projects and activities. The document stresses the importance of prioritization and challenges the status quo. It provides steps for developing key deliverables, prioritizing them using various methods, and taking actions based on the prioritization.
This document provides guidance on conducting a Post Implementation Review (PIR) process. It outlines the purpose and requirements of a PIR, which is to improve future projects by learning from past experiences. The document describes the PIR process, which includes planning, completing a survey, analyzing survey results to determine root causes of issues, and conducting a PIR meeting. It provides examples and exercises to demonstrate determining root causes and developing resolutions to prevent issues from reoccurring. The overall goal is to capture lessons learned and identify opportunities to update processes and templates based on project experiences.
This document provides an overview and agenda for an instructor-led PMP study program. The agenda includes introductions, a history of the program, a review of the program structure, and overviews of the 10 course presentations. It also covers instructor delivery tips, an instructor corner website, and addresses for questions. The goal of the program is to support Intel project managers in obtaining their PMP certification through a virtual 10-week series taught by Intel PMPs.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
This document provides an overview of project time management concepts for a PMP exam preparation presentation, including important schedule development tools like critical path method, PERT, and Monte Carlo simulation as well as processes for managing the project schedule through control and making course corrections. Key considerations for developing a project schedule such as activity sequencing, float, dependencies, and compression techniques are also discussed.
The document provides an introduction to the Rational Unified Process (RUP). It discusses what a software engineering process is, limitations of the waterfall model, and an overview of RUP. RUP is an iterative software development process framework that is use case driven and architecture-centric. It consists of four main phases - inception, elaboration, construction, and transition - with milestones used to transition between phases. The goal is to deliver working software incrementally throughout the project lifetime.
The document analyzes workplace stress experienced by Sam Couts at Sentinel Business Systems. It discusses understanding stress, strategies to manage stress like work-life balance and open communication. It describes Sam Couts' approach of flexible hours and wellness programs, and Sentinel's emphasis on feedback and resources. The document concludes effective stress management is important for productivity and creating a healthy work environment.
The document provides an outline for a presentation on stress management. It covers three main parts: general awareness of stress, stress at work, and self-help. In part one, it defines stress, discusses types of stressors and their impact on the body, symptoms of stress, and costs of stress. Part two discusses factors that can cause work-related stress and how work patterns may influence stress. Part three outlines ways to identify and control stress, including changing one's thinking, behavior, and lifestyle through improved diet, exercise, and relaxation techniques.
The document provides an outline for a presentation on stress management. It covers three main parts: general awareness of stress, stress at work, and self-help. For part one, it defines stress and outlines types of stressors, the body's stress response, symptoms of stress, and costs of stress. Part two discusses factors that can cause work stress and changing work patterns. Part three recommends identifying stress causes, maintaining balance, and using techniques like positive thinking, changing behaviors, and lifestyle changes to manage stress.
This document provides a literature review on work stress of employees. It discusses how stress has been defined and the sources and types of stress. It reviews signs and symptoms of stress and strategies for coping with stress such as undertaking a stress audit, using scientific inputs, and spreading messages about stress management. The literature review section summarizes 12 previous research studies on topics like occupational stress among different professions, the relationship between emotional intelligence and occupational stress, and the impact of supportive leadership in moderating job stress and performance. The conclusion emphasizes the importance of managing stress and having a positive attitude and lifestyle to deal with distress and improve organizational well-being.
This document discusses stress, its causes, types, and management. It defines stress as the psychological and physical reaction to demanding events or situations, called stressors. There are two main types of stress: eustress, which is positive stress that motivates, and distress, which is negative stress with no outlet. Stress can be caused by personal issues like relationships or health, as well as occupational stressors like role conflicts, ambiguity, or overload. Consequences of prolonged stress include physical health issues and reduced work performance. Effective stress management involves planning activities like exercise, diet, sleep, and relaxation techniques, as well as implementing and reviewing a stress management plan.
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.
The document discusses managing workplace stress. It begins by quoting that recognizing stress in ourselves is difficult but knowing what stress is can help avoid it. It then lists things like knowing the effects of stress, being able to recognize it in ourselves and others, and knowing how to help ourselves and others. The document provides information on what stress is, sources of stress, symptoms of stress, the fight or flight response, and legal obligations for employers regarding stress. It discusses types of behaviors, effective and ineffective coping strategies, and provides an overview of the ABC model for challenging irrational beliefs related to stress.
The document defines stress and discusses its importance as the second largest occupational health problem, affecting over 41 million employees in Europe annually at a cost of 20 billion euros. It identifies several models and causes of stress, such as organizational change, workload, job insecurity, and role problems. The consequences of stress are explored, including physical, emotional, and workplace effects, as well as increased risk of health issues. Solutions provided to manage stress involve setting priorities, time management, relaxation, maintaining perspective, and developing support systems.
The document defines stress and discusses its importance as the second largest occupational health problem, affecting over 41 million employees in Europe annually at a cost of 20 billion euros. It identifies several models and causes of stress, such as organizational change, workload, job insecurity, and role problems. The consequences of stress are explored, including physical, emotional, and workplace effects, as well as increased risk of health issues. Solutions provided to manage stress involve setting priorities, time management, relaxation, maintaining perspective, and developing support systems.
The document discusses stress and burnout in the workplace. It defines stress as physical or mental tension caused by excess efforts or conflicting situations. Burnout is a prolonged response to chronic emotional and interpersonal stressors on the job. The document outlines various causes of stress like workload, lack of support, bullying, and causes of burnout like unclear requirements and lack of recognition. It also discusses the physical, mental, and behavioral effects of stress and burnout and provides tips for managing stress through time management, planning, and stress relief activities. The document emphasizes the importance of addressing both individual and organizational factors in preventing and resolving burnout.
To analyze and define what stress is,focus on specific work-stress related problems,practical solutions to them. Improving relationships & increase productivity in the workplace.
This document discusses stress management and defines stress. It explains that stress can come from various sources including the environment, social interactions, physiology, organizations, and one's thoughts. Both positive and negative stress are described. Signs and symptoms of stress are listed for cognitive, emotional, physical, and behavioral effects. Coping mechanisms are discussed at the individual level, including exercise, relaxation, cognitive therapy, and networking. Organizational coping strategies include supportive climates, job enrichment, role clarity, career planning, and stress workshops. The statement of problem indicates this research will study stress management practices at BIC Cello Exports Pvt. Ltd. given stress is inevitable and impacts productivity and health.
This document provides a personality profile for Robert Toth based on his responses to a questionnaire. It identifies his most distinctive personality styles as analytical and value-oriented. It notes that he expects himself to be conscientious, dutiful, reliable and to value order and authority. When under stress, he may work too hard, become dictatorial and critical, have difficulty showing feelings or being emotionally close, and be upset by criticism of his behavior.
SW development process and the leading indicatorJean Pаoli
This document discusses improvements to Intel's software development process and implementation of a "leading indicator" metric. It describes establishing a standardized development process across departments, with defined activities like requirements, design, coding, and testing. Each activity produces artifacts tracked in the system. A pilot implemented core activities in one department. The process will be expanded to additional activities and merged with the MPOR project management system. Implementation in other departments will follow to gradually roll out the new process company-wide.
This document discusses types of stress, signs of stress, and strategies for managing stress both personally and as a manager. It identifies three main types of stress: general stress from everyday events, cumulative stress from the buildup of everyday stressors, and trauma from abnormal threatening events. The document also outlines physical, emotional, mental, and social factors that can influence stress reactions. Finally, it provides tips for modifying personal stress responses such as taking breaks, getting enough sleep, and avoiding irritating people or events. As a manager, strategies include promoting awareness of stress, providing feedback and support to employees, and helping employees recognize their stress limits and signs of stress in others.
The document discusses effective prioritization and zero-based budgeting (ZBB). It begins by outlining the course objectives of better understanding how to apply ZBB concepts and create an action plan. It then defines ZBB as a process where all expenditures must be justified each period rather than just increases from the previous period. At Intel, ZBB is viewed more broadly as a resource management tool and prioritized list of projects and activities. The document stresses the importance of prioritization and challenges the status quo. It provides steps for developing key deliverables, prioritizing them using various methods, and taking actions based on the prioritization.
This document provides guidance on conducting a Post Implementation Review (PIR) process. It outlines the purpose and requirements of a PIR, which is to improve future projects by learning from past experiences. The document describes the PIR process, which includes planning, completing a survey, analyzing survey results to determine root causes of issues, and conducting a PIR meeting. It provides examples and exercises to demonstrate determining root causes and developing resolutions to prevent issues from reoccurring. The overall goal is to capture lessons learned and identify opportunities to update processes and templates based on project experiences.
This document provides an overview and agenda for an instructor-led PMP study program. The agenda includes introductions, a history of the program, a review of the program structure, and overviews of the 10 course presentations. It also covers instructor delivery tips, an instructor corner website, and addresses for questions. The goal of the program is to support Intel project managers in obtaining their PMP certification through a virtual 10-week series taught by Intel PMPs.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
This document provides an overview of project time management concepts for a PMP exam preparation presentation, including important schedule development tools like critical path method, PERT, and Monte Carlo simulation as well as processes for managing the project schedule through control and making course corrections. Key considerations for developing a project schedule such as activity sequencing, float, dependencies, and compression techniques are also discussed.
The document provides an introduction to the Rational Unified Process (RUP). It discusses what a software engineering process is, limitations of the waterfall model, and an overview of RUP. RUP is an iterative software development process framework that is use case driven and architecture-centric. It consists of four main phases - inception, elaboration, construction, and transition - with milestones used to transition between phases. The goal is to deliver working software incrementally throughout the project lifetime.
The document analyzes workplace stress experienced by Sam Couts at Sentinel Business Systems. It discusses understanding stress, strategies to manage stress like work-life balance and open communication. It describes Sam Couts' approach of flexible hours and wellness programs, and Sentinel's emphasis on feedback and resources. The document concludes effective stress management is important for productivity and creating a healthy work environment.
The document provides an outline for a presentation on stress management. It covers three main parts: general awareness of stress, stress at work, and self-help. In part one, it defines stress, discusses types of stressors and their impact on the body, symptoms of stress, and costs of stress. Part two discusses factors that can cause work-related stress and how work patterns may influence stress. Part three outlines ways to identify and control stress, including changing one's thinking, behavior, and lifestyle through improved diet, exercise, and relaxation techniques.
The document provides an outline for a presentation on stress management. It covers three main parts: general awareness of stress, stress at work, and self-help. For part one, it defines stress and outlines types of stressors, the body's stress response, symptoms of stress, and costs of stress. Part two discusses factors that can cause work stress and changing work patterns. Part three recommends identifying stress causes, maintaining balance, and using techniques like positive thinking, changing behaviors, and lifestyle changes to manage stress.
This document provides a literature review on work stress of employees. It discusses how stress has been defined and the sources and types of stress. It reviews signs and symptoms of stress and strategies for coping with stress such as undertaking a stress audit, using scientific inputs, and spreading messages about stress management. The literature review section summarizes 12 previous research studies on topics like occupational stress among different professions, the relationship between emotional intelligence and occupational stress, and the impact of supportive leadership in moderating job stress and performance. The conclusion emphasizes the importance of managing stress and having a positive attitude and lifestyle to deal with distress and improve organizational well-being.
This document discusses stress, its causes, types, and management. It defines stress as the psychological and physical reaction to demanding events or situations, called stressors. There are two main types of stress: eustress, which is positive stress that motivates, and distress, which is negative stress with no outlet. Stress can be caused by personal issues like relationships or health, as well as occupational stressors like role conflicts, ambiguity, or overload. Consequences of prolonged stress include physical health issues and reduced work performance. Effective stress management involves planning activities like exercise, diet, sleep, and relaxation techniques, as well as implementing and reviewing a stress management plan.
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.
The document discusses managing workplace stress. It begins by quoting that recognizing stress in ourselves is difficult but knowing what stress is can help avoid it. It then lists things like knowing the effects of stress, being able to recognize it in ourselves and others, and knowing how to help ourselves and others. The document provides information on what stress is, sources of stress, symptoms of stress, the fight or flight response, and legal obligations for employers regarding stress. It discusses types of behaviors, effective and ineffective coping strategies, and provides an overview of the ABC model for challenging irrational beliefs related to stress.
The document defines stress and discusses its importance as the second largest occupational health problem, affecting over 41 million employees in Europe annually at a cost of 20 billion euros. It identifies several models and causes of stress, such as organizational change, workload, job insecurity, and role problems. The consequences of stress are explored, including physical, emotional, and workplace effects, as well as increased risk of health issues. Solutions provided to manage stress involve setting priorities, time management, relaxation, maintaining perspective, and developing support systems.
The document defines stress and discusses its importance as the second largest occupational health problem, affecting over 41 million employees in Europe annually at a cost of 20 billion euros. It identifies several models and causes of stress, such as organizational change, workload, job insecurity, and role problems. The consequences of stress are explored, including physical, emotional, and workplace effects, as well as increased risk of health issues. Solutions provided to manage stress involve setting priorities, time management, relaxation, maintaining perspective, and developing support systems.
The document discusses stress and burnout in the workplace. It defines stress as physical or mental tension caused by excess efforts or conflicting situations. Burnout is a prolonged response to chronic emotional and interpersonal stressors on the job. The document outlines various causes of stress like workload, lack of support, bullying, and causes of burnout like unclear requirements and lack of recognition. It also discusses the physical, mental, and behavioral effects of stress and burnout and provides tips for managing stress through time management, planning, and stress relief activities. The document emphasizes the importance of addressing both individual and organizational factors in preventing and resolving burnout.
To analyze and define what stress is,focus on specific work-stress related problems,practical solutions to them. Improving relationships & increase productivity in the workplace.
This document discusses stress management and defines stress. It explains that stress can come from various sources including the environment, social interactions, physiology, organizations, and one's thoughts. Both positive and negative stress are described. Signs and symptoms of stress are listed for cognitive, emotional, physical, and behavioral effects. Coping mechanisms are discussed at the individual level, including exercise, relaxation, cognitive therapy, and networking. Organizational coping strategies include supportive climates, job enrichment, role clarity, career planning, and stress workshops. The statement of problem indicates this research will study stress management practices at BIC Cello Exports Pvt. Ltd. given stress is inevitable and impacts productivity and health.
This document provides a personality profile for Robert Toth based on his responses to a questionnaire. It identifies his most distinctive personality styles as analytical and value-oriented. It notes that he expects himself to be conscientious, dutiful, reliable and to value order and authority. When under stress, he may work too hard, become dictatorial and critical, have difficulty showing feelings or being emotionally close, and be upset by criticism of his behavior.
This document discusses the importance of managing employee stress and wellbeing from legal, business, and personal perspectives. It notes that employers have a duty of care to protect employee mental health under various laws. Left unaddressed, stress can result in increased absenteeism, lower performance and productivity, and higher staff turnover. The document provides an overview of common stress factors at work and signs of stress in individuals. It emphasizes the roles and responsibilities of managers in preventing and addressing stress through good communication, support, job design, and addressing organizational stressors. A variety of stress management techniques are proposed at the individual and organizational levels.
Life-Work Balance Workshop: Residence Life TrainingKate Nickelchok
A Life-Work Balance Workshop designed for the UFV Resident Assistants' 2014 Winter Training. Includes two burnout activities and a life balance worksheet.
The document discusses various factors that can cause stress in the workplace, including the nature of the job itself, organizational structure, roles and responsibilities, personal life events, and individual characteristics. It describes how excessive stress can negatively impact employee health, psychology, behavior, and job performance, as well as organizational outcomes like absenteeism and productivity. The document also outlines strategies that organizations and individuals can use to manage workplace stressors and develop greater resilience.
This document discusses stress, its sources, consequences, and methods of managing stress. It defines stress as a state of mental tension caused by difficult situations. Stress can be positive (eustress) or negative (distress) depending on the situation. Sources of stress include job characteristics like role ambiguity, role overload, and organizational climate. Consequences of stress are both individual like anxiety and health issues, and organizational like low performance and absenteeism. Methods to manage stress individually include relaxation techniques. Organizationally, stress can be reduced through role analysis, goal setting, recreational programs, employee assistance programs, and career counseling.
This document outlines a presentation on stress management. It begins by defining stress and discussing its causes, types, symptoms, and effects on the body. It then focuses on stress at work, identifying various work-related factors that can cause stress, such as overwork, uncertainty, and changing responsibilities. Finally, it discusses self-help strategies for managing stress, such as improving time management, developing a support system, incorporating humor, exercising, sleeping well, and using relaxation techniques. The overall message is that recognizing the sources of stress is key to identifying ways to reduce or cope with negative stress.
This document discusses stress, its causes and impacts, and strategies for managing stress at the individual and organizational level. It defines stress as the mental, physical, emotional and behavioral reaction to perceived demands or threats. Stress can be either positive (eustress) or negative (distress). Common causes of stress include work overload, ambiguity, relationships, and change. Excess stress can negatively impact performance and health, while moderate stress levels are optimal. The document outlines stress management strategies like problem-focused and emotion-focused approaches at the individual level through time management, exercise, and organizational level through job redesign and work-life balance programs.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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2. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Stress at WorkStress at Work
3. Rumesh Kumar - ITD (15/08/03)
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???
4. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
DEFINITIONSDEFINITIONS
StressorStressor is defined as objects / events /is defined as objects / events /
situations in physical and social environmentssituations in physical and social environments
that make a demand on our mind and bodiesthat make a demand on our mind and bodies
StressStress response is a mental and physicalresponse is a mental and physical
reaction to a stressorreaction to a stressor
Perpetual mechanismPerpetual mechanism interprets a stressorinterprets a stressor
as being positive or negativeas being positive or negative
5. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
EFFECT OF STRESSOREFFECT OF STRESSOR
6. Rumesh Kumar - ITD (15/08/03)
TYPES OF STRESSTYPES OF STRESS
EUSTRESS DISTRESS
7. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
DEFINITIONSDEFINITIONS
EustressEustress refers to a positive stress that:refers to a positive stress that:
Can adapt to stressors successfullyCan adapt to stressors successfully
Occurs when the personal capacity exceedsOccurs when the personal capacity exceeds
stress level experiencedstress level experienced
DistressDistress refers to a negative stress that:refers to a negative stress that:
Is unsuccessful in adapting to / removing aIs unsuccessful in adapting to / removing a
stressorstressor
8. 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
10. Rumesh Kumar - ITD (15/08/03)
Stressors
intrinsic
to the Job
Role of the
Individual
Career
Development
Organizational
Structure
Relationships
With
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
11. Rumesh Kumar - ITD (15/08/03)
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 with
Others
12. Rumesh Kumar - ITD (15/08/03)
Organizational Factors that cause
Stress
Task Demands
Role Demands
Organizational
Life Cycle
Organizational
Leadership
Interpersonal
Demands
Organizational
Structure
13. Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Physical Working
Conditions
14. Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Working Long Hours
15. Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Work Overload
16. Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
Information Technology
17. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Role ConflictRole Conflict
• Role AmbiguityRole Ambiguity
• Responsibility forResponsibility for
OthersOthers
18. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Responsibility forResponsibility for
OthersOthers
19. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Role ConflictRole Conflict
20. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Role AmbiguityRole Ambiguity
21. Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Job Future
Uncertainty and
Ambiguity
22. Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Retrenchment and
Budget Cutbacks
23. Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Mergers and
Acquisitions
24. Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Over Promotion
25. Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Occupational Lock In
26. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
Relationship with theRelationship with the
immediate bossimmediate boss
27. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
•Relationship with fellow co-workers
28. Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
Participation in DecisionParticipation in Decision
MakingMaking
29. Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
Performance AppraisalPerformance Appraisal
30. Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
Organizational CultureOrganizational Culture
31. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Interface Between Home andInterface Between Home and
WorkWork
RelationshipsRelationships
between workbetween work
and familyand family
32. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Interface Between Home andInterface Between Home and
WorkWork
Dual CareerDual Career
CouplesCouples
33. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Interface Between Home andInterface Between Home and
WorkWork
Life EventsLife Events
34. Rumesh Kumar - ITD (15/08/03)
ENVIRONMENTAL FACTORS THATENVIRONMENTAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Technological
uncertainty
• Economic uncertainty
• Political uncertainty
35. Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL FACTORS THATINDIVIDUAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Family problems
• Financial problems
36. Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL CHARACTERISTIC THATINDIVIDUAL CHARACTERISTIC THAT
AFFECT LEVELS OF EXPERIENCEDAFFECT LEVELS OF EXPERIENCED
STRESSSTRESS
• Perceptions
• Job experience, Age and Level of Ability
• Locus of control
• Type A behavior
• Extroversion / Introversion
• Sex Differences-Professional Women
37. Rumesh Kumar - ITD (15/08/03)
DIAGNOSTIC TOOL FOR STRESS MANAGEMENT AND WELL BEING AT WORK
ARE 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 appointments
2. Not competitive 1 2 3 4 5 6 7 8 Very competitive
3. Never feel rushed 1 2 3 4 5 6 7 8 Always rushed
even under pressure
4. 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 feelings
7. Many interests 1 2 3 4 5 6 7 8 Few interests
outside work
Source: 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.
38. Rumesh Kumar - ITD (15/08/03)
THE STRESS - JOB PERFORMANCETHE 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
•
40. Rumesh Kumar - ITD (15/08/03)
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.
41. Rumesh Kumar - ITD (15/08/03)
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.
42. Rumesh Kumar - ITD (15/08/03)
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
43. Rumesh Kumar - ITD (15/08/03)
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
44. Rumesh Kumar - ITD (15/08/03)
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:
45. Rumesh Kumar - ITD (15/08/03)
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.
46. Rumesh Kumar - ITD (15/08/03)
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
47. Rumesh Kumar - ITD (15/08/03)
If you are in Danger of BurningIf 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
48. Rumesh Kumar - ITD (15/08/03)
If you are in Danger of BurningIf 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
51. Rumesh Kumar - ITD (15/08/03)
STRESS MANAGEMENTSTRESS MANAGEMENT
PROGRAMSPROGRAMS
• Employee Assistance Program
• Wellness Works Program
• Stay well Program
• Kimberly Clarke’s health care program
52. Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Exercise
• Relaxation
• Diet
• Opening up
• Professional help
• Time Management
59. Rumesh Kumar - ITD (15/08/03)
MANAGING STRESS INMANAGING 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
60. Rumesh Kumar - ITD (15/08/03)
MANAGING STRESS INMANAGING 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