subject organizational behaviour

1. a tour of new features
STRESS
MANAGEMENT
Rohit Premakar
12/PMB/004

2. Work Stress and Its Management
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.
Stress
strain felt by somebody: mental, emotional, or
physical strain caused, e.g. by anxiety or
overwork. It may cause such symptoms as raised
blood pressure or depression”

3. Work Stress and Its Management
Constraints
Forces that prevent individuals
from doing what they desire.
Demands

4. STRESS
Stressors Psychological
Behavioral
Physiological

5. Potential Sources of Stress
• Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical
innovations
– Terrorism in threats to physical safety and security

6. Potential Sources of Stress
• Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or decline)

7. Potential Sources of Stress (cont’d)
• Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
• Individual Differences
– Perceptual variations of how reality will affect the individual’s
future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job stress.

8. Consequences of Stress
High Levels
of Stress
Physiological
Symptoms
Behavioral
Symptoms
Psychological
Symptoms

9. Consequences
• Attitudinal
• Behavioral
• Interpersonal

10. A Model of Stress

11. Top 10 Life Stressors
10. Retirement or quitting
9. Marital reconciliation
8. Fired from work
7. Marriage
6. Personal injury or illness
5. Death of a family member
4. Jail Term
3. Marital Separation
2. Divorce
1. Death

12. Inverted-U Relationship between Stress and Job
Performance

13. Stress and Occupations
Accountant
Artist
Auto Mechanic
Forester
Low-Stress
Occupations
High-Stress
Occupations
Hospital manager
Physician (GP)
Psychologist
School principal
Police officer
911 operator
U.S. president
Waiter/waitress
Medium-Stress
Occupations

14. Managing Stress
• Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network

15. Managing Stress
• Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs

16. Family-Friendly and Work/Life Initiatives
• Flexible work time
• Job sharing
• Telecommuting
• Personal leave
• Childcare facilities

17. Other Stress Management Practices
• Withdrawing from the stressor
– person-job matching
– work breaks, stabilization zones, sabbaticals
• Changing stress perceptions
– self-efficacy, self-leadership
• Controlling stress consequences
– relaxation and meditation
– fitness and lifestyle programs
• Social support
– emotional and informational