Stress management by umesh
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All The workers and students need to have a look at this presentation as this will definately help you in reducing your stress levels
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This document provides an overview of a presentation on stress management and organizational structures. It discusses the meaning and causes of stress, as well as coping strategies at the organizational and individual level. These include effective communication, employee participation, job enrichment, and maintaining a positive mindset. The presentation also defines organizational structure and examines centralized vs decentralized structures, departmentalization, and different models like line, staff, matrix and cross-functional approaches.
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2. Participants will be randomly assigned to groups participating in mindfulness training, pre-exercise, or a combination, and a control group. Improvements in individual and organizational measures will provide support for adding pre-exercise.
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This document discusses conflict and stress in the workplace. It defines conflict as a struggle between opposing needs or demands. While some myths are that conflicts cannot be resolved and will go away if ignored, the truth is that most conflicts can be managed and conflict can motivate change. The document outlines positive and negative effects of conflict and types of business conflicts. It also discusses stress in the workplace, sources of workplace stress, and methods for managing conflict and stress such as employee assistance programs and wellness programs.
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Occupational stress can manifest physically and psychologically due to responsibilities associated with one's work. Prolonged exposure to workplace stressors can lead to chronic health issues. Managing occupational stress involves setting realistic goals, maintaining a work-life balance, improving communication, and ensuring a supportive work environment. Both men and women experience workplace stressors, but stress tends to have a greater impact on women due to dual responsibilities at work and home. Employers can implement strategies like recognizing employee contributions, providing career development opportunities, and promoting a healthy organizational culture to help reduce job stress.
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Stress at the workplace can come from a variety of sources including environmental factors, personal issues, and organizational demands. Common symptoms of stress include emotional effects like anxiety and depression, physiological effects like changes in heart rate and blood pressure, cognitive effects like poor concentration, and behavioral effects like disrupted sleep. Some effective stress management techniques are relaxation and meditation, regular exercise, cognitive behavioral techniques, and organizational development initiatives in the workplace like sensitivity training, survey feedback, and team building. Managing stress is important for employee well-being and organizational effectiveness.
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1) The document discusses individual attitude and job satisfaction, including defining values, attitudes, and the components and types of attitudes. It also discusses factors that determine job satisfaction and the effect of job satisfaction on performance.
2) Key factors that determine job satisfaction include work content, pay and promotion policies, working conditions, work groups, supervision, and personality-job fit. Higher job satisfaction is linked to lower absenteeism and turnover.
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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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This document discusses the functional structure of an organization and its advantages and disadvantages. Some key points:
- The functional structure consists of specialized line managers leading areas like production, accounting, marketing, R&D, engineering, and HR. This allows for expertise sharing within functions.
- Advantages include specialization within functions, easier executive development, reduced workload for top executives, flexibility, and democratic control.
- Disadvantages include violating the unity of command principle as subordinates report to multiple managers, complexity, difficulty coordinating specialists, and delayed decision-making.
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This chapter introduces interpersonal relations and their importance in organizations. It discusses trends in the modern workplace like increased diversity, teamwork and customer service expectations. It also reviews the history of the field from scientific management to studies showing the impact of human relations on productivity. Seven key themes for effective interpersonal skills are identified: communication, self-awareness, motivation, trust, self-disclosure, conflict resolution and self-acceptance.
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1. The document proposes studying the effects of adding pre-exercise to mindfulness training programs in the workplace. It suggests that pre-exercise may help increase individuals' ability to enter a mindful state.
2. Participants will be randomly assigned to groups participating in mindfulness training, pre-exercise, or a combination, and a control group. Improvements in individual and organizational measures will provide support for adding pre-exercise.
3. Workplace stress can negatively impact employee attitudes, performance, health, and turnover. Mindfulness training has been shown to reduce stress and improve these outcomes, which could benefit organizations.
Stress In The Workplace: How Stress Can Affect Job Performance
The document discusses how stress in the workplace can negatively impact employees and employers. It notes that 69% of employees report work as a significant stress source and that job stress costs U.S. industry over $300 billion per year. High stress levels are linked to increased healthcare costs and missed work days. The document recommends finding a healthy work-life balance, taking breaks, prioritizing tasks, and seeking help for stress management.
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Chronic life-style related health issues are growing rapidly among the 'Young Indian Workforce'. It is predicted that by 2025, India will have more than 57% of its population suffering from diabetes. Cardiovascular diseases, diabetes, obesity and tobacco consumption are seen as high-risk elements in employee health and wellness that impact the workforce.
Corporates across India have become sensitive to the prevalent health issues and the impact of stress at the workplace on performance and productivity. Leadership firms are working at building health and wellness programs that make their workforce a lot more resilient to the external challenges.
CGP India, along with SHRM India have collaborated to understand the landscape in a more scientific approach than ever done before. The aim was not just to understand the areas of concern but also to measure the impact of stress on the organizations’ top line. The online survey was participated by a total of 2157 respondents and included senior management interviews from 12 organizations spanning across 3 sectors - IT, Banking and Travel & Hospitality.
Managing Behaviour @ Work
The document outlines five steps for changing inappropriate workplace behavior:
1. Choose one specific behavior to change
2. Identify the purpose or function of that behavior
3. Remove incentives for continuing the inappropriate behavior
4. Create incentives for adopting new, desired behaviors
5. Teach skills to support adopting and maintaining the new behaviors long-term
The overall approach focuses on understanding the reasons for problematic behaviors and empowering positive change through addressing underlying causes rather than punishment.
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Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Strategic Management models and diagrams
100 Strategic Management models and diagrams for your powerful business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Strategic Pyramid, Strategic Vision, Strategy Alternatives, Five Forces Model, Competitive Advantage, Generic Strategies, Growth Strategies, Diversification Strategy, BCG Matrix, GE Business Screen, Cost Strategies, Exit/Entry Barriers, Resource Analysis, Core Competencies, Product-Life-Cycle, Top-Down-Management, Industry Analysis, International Strategies, SWOT Analysis, Portfolio Analysis, McKinsey’s 7-S Framework, Five-Phase Growth Model, Strategy Development, Merger&Acquisitions, Technology Strategies, Value Propositions, Ansoff Matrix, Experience Curve, Strategic Options, Window of Opportunity
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Strategic human resource management
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
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The document provides a business quiz with 16 multiple choice questions covering topics such as companies that coined economic terms, automobile companies, airlines, technology companies, banks, and consumer brands. It tests knowledge of companies like Goldman Sachs, Tata, Bombay Stock Exchange, HP, Rolls Royce, KFC, and banks like SBI and HDFC. The questions cover industries, products, founding details and other notable business facts.
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Definition of shrm ( Strategic Human Resource Management)
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Stress management by umesh
- 4. Organizational Factors Individual Factors Experience Stress Individual Differences Environmental Factors A Model of Stress
- 5. Enviromental Factors •Economic Factors •Political Factors •Technological Factors
- 6. Organizational Factors • Task Demands • Role Demands • Organizational Structure • Organizational Leadership
- 7. Individual Factors •Family Problems •Economic Problems
- 8. Some people thrive on stressful situations, while others are overwhelmed by them. What is it that differentiates people in terms of their ability to handle stress? perception, job experience, social support, and belief in locus of control - These 4 variables have been found to be relevant moderators.
- 9. Relevant Moderators • Perception • Job experience • Social Support • Belief in Locus of Control
- 10. Perception The stress potential in environmental, organizational, and individual factors doesn't lie in their objective condition. Rather, it lies in an employee's interpretation of those factors.
- 11. Job Experience Experience is said to be a great teacher. It can also be a great stress-reducer.
- 12. Social Support There is increasing evidence that social support — that is, collegial relationships with co-workers or supervisors — can buffer the impact of stress.
- 13. Belief in Locus of Control Those with an internal locus of control believe they control their own destiny. Those with an external locus believe their lives are controlled by outside forces. Evidence indicates that internals perceive their jobs to be less stressful than do externals.
- 14. ExperienceExperience StressStress Physical Symptoms • Headaches • High blood presure • Heart Disease Psychological Symptoms • Anxiety • Depression • Decrease in job satisfaction Behavioral symptoms • Productivity • Absenteeism • Turnover
- 16. Individual Approaches Time Management Physical Exercise Relaxation Training Social Support
- 17. Time Management An understanding and utilization of basic time management principles can help individuals better cope with job demands.
- 18. Physical Exercise Noncompetitive physical exercise such as aerobics, race walking, jogging, swimming, and riding a bicycle have long been recommended by physicians as a way to deal with excessive stress levels.
- 19. Relaxation Training Individuals can teach themselves to relax through techniques such as meditation, hypnosis, and biofeedback. The objective is to reach a state of deep relaxation, where one feels physically relaxed, somewhat detached from the immediate environment, and detached from body sensations.
- 20. Social Support Having friends, family, or work colleagues to talk to provides an outlet when stress levels become excessive. Expanding your social support network, therefore, can be a means for tension reduction.
- 21. Organizational Approaches Selection and Placement Goal Setting Job Redesign Participative Decision Making Wellness Program
- 22. Selection and Placement Individuals with little experience or an external locus of control tend to be more stress- prone. Selection and placement decisions should take these facts into consideration.
- 23. Goal Setting The use of goals can reduce stress as well as provide motivation. Specific goals that are perceived as attainable clarify performance expectations. Additionally, goal feedback reduces uncertainties as to actual job performance. The result is less employee frustration, role ambiguity, and stress.
- 24. Job Redesign Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress, because these factors give the employee greater control over work activities and lessen dependence on others.
- 25. Participative Decision Making By giving these employees a voice in decisions that directly affect their job performances, management can increase employee control and reduce this role stress.
- 26. Wellness Program These programs focus on the employee's total physical and mental condition.