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Rumesh Kumar - ITD (15/08/03)
DEALING WITH STRESS
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Stress at WorkStress at Work
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???
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
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
EFFECT OF STRESSOREFFECT OF STRESSOR
Rumesh Kumar - ITD (15/08/03)
TYPES OF STRESSTYPES OF STRESS
EUSTRESS DISTRESS
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
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
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
THE STRESS MODELTHE STRESS MODEL
Experienced Stress
Environmental
Factors
Organizational
Factors
Individual Factors
Physiological
Symptoms
Psychological
Symptoms
Behavioral
Symptoms
Individual Differences
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
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
Rumesh Kumar - ITD (15/08/03)
Organizational Factors that cause
Stress
Task Demands
Role Demands
Organizational
Life Cycle
Organizational
Leadership
Interpersonal
Demands
Organizational
Structure
Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Physical Working
Conditions
Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Working Long Hours
Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Work Overload
Rumesh Kumar - ITD (15/08/03)
Stressors Intrinsic to the JobStressors Intrinsic to the Job
Information Technology
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
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
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Role ConflictRole Conflict
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
The Role of the IndividualThe Role of the Individual
• Role AmbiguityRole Ambiguity
Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Job Future
Uncertainty and
Ambiguity
Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Retrenchment and
Budget Cutbacks
Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Mergers and
Acquisitions
Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Over Promotion
Rumesh Kumar - ITD (15/08/03)
CAREER DEVELOPMENT
Occupational Lock In
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
 Relationship with theRelationship with the
immediate bossimmediate boss
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
•Relationship with fellow co-workers
Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
 Participation in DecisionParticipation in Decision
MakingMaking
Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
 Performance AppraisalPerformance Appraisal
Rumesh Kumar - ITD (15/08/03)
Organizational Structure and ClimateOrganizational Structure and Climate
 Organizational CultureOrganizational Culture
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
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Interface Between Home andInterface Between Home and
WorkWork
 Dual CareerDual Career
CouplesCouples
Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03)
Interface Between Home andInterface Between Home and
WorkWork
 Life EventsLife Events
Rumesh Kumar - ITD (15/08/03)
ENVIRONMENTAL FACTORS THATENVIRONMENTAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Technological
uncertainty
• Economic uncertainty
• Political uncertainty
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL FACTORS THATINDIVIDUAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Family problems
• Financial problems
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
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.
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
•
Rumesh Kumar - ITD (15/08/03)
Exhaustion
Breakdown
Burnout
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.
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.
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
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
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:
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.
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
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
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
Rumesh Kumar - ITD (15/08/03)
Managing Stress
Preventive Strategies Curative Strategies
Counseling TechniquesStress Management Programs
Rumesh Kumar - ITD (15/08/03)
COUNSELING TECHNIQUESCOUNSELING TECHNIQUES
• Relaxation Training
• Biofeedback
• Cognitive Technique
Application
• Exercise
• Time Management
Skills
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
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Exercise
• Relaxation
• Diet
• Opening up
• Professional help
• Time Management
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Exercise
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Relaxation
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Diet
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Opening up
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
Professional help
Rumesh Kumar - ITD (15/08/03)
INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
•Time Management
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
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

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Stress management

  • 1. Rumesh Kumar - ITD (15/08/03) DEALING WITH STRESS
  • 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
  • 9. Rumesh Kumar - ITD (15/08/03)Rumesh Kumar - ITD (15/08/03) THE STRESS MODELTHE STRESS MODEL Experienced Stress Environmental Factors Organizational Factors Individual Factors Physiological Symptoms Psychological Symptoms Behavioral Symptoms Individual Differences
  • 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 •
  • 39. Rumesh Kumar - ITD (15/08/03) Exhaustion Breakdown Burnout
  • 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
  • 49. Rumesh Kumar - ITD (15/08/03) Managing Stress Preventive Strategies Curative Strategies Counseling TechniquesStress Management Programs
  • 50. Rumesh Kumar - ITD (15/08/03) COUNSELING TECHNIQUESCOUNSELING TECHNIQUES • Relaxation Training • Biofeedback • Cognitive Technique Application • Exercise • Time 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
  • 53. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS • Exercise
  • 54. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS • Relaxation
  • 55. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS • Diet
  • 56. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS • Opening up
  • 57. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS Professional help
  • 58. Rumesh Kumar - ITD (15/08/03) INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO MANAGING STRESSMANAGING STRESS •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