Stress management

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

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???

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

EFFECT OF STRESSOREFFECT OF STRESSOR

TYPES OF STRESSTYPES OF STRESS
EUSTRESS DISTRESS

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

GENERAL ADAPTATION
SYNDROME
 It explains the process whereby human beings
adjust to stressors in their environment
 Involves processes of Alarm, Resistance and
Wear

THE STRESS MODELTHE STRESS MODEL
Experienced Stress
Environmental
Factors
Organizational
Factors
Individual Factors
Physiological
Symptoms
Psychological
Symptoms
Behavioral
Symptoms
Individual Differences

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

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

Organizational Factors that cause
Stress
Task Demands
Role Demands
Organizational
Life Cycle
Organizational
Leadership
Interpersonal
Demands
Organizational
Structure

Stressors Intrinsic to the JobStressors Intrinsic to the Job
• Physical Working
Conditions

• Working Long Hours

• Work Overload

Information Technology

The Role of the IndividualThe Role of the Individual
• Role ConflictRole Conflict
• Role AmbiguityRole Ambiguity
• Responsibility forResponsibility for
OthersOthers

• Responsibility forResponsibility for
OthersOthers

• Role ConflictRole Conflict

• Role AmbiguityRole Ambiguity

CAREER DEVELOPMENT
Job Future
Uncertainty and
Ambiguity

CAREER DEVELOPMENT
Retrenchment and
Budget Cutbacks

CAREER DEVELOPMENT
Mergers and
Acquisitions

CAREER DEVELOPMENT
Over Promotion

CAREER DEVELOPMENT
Occupational Lock In

RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
 Relationship with theRelationship with the
immediate bossimmediate boss

RELATIONSHIPS WITHRELATIONSHIPS WITH
OTHERSOTHERS
•Relationship with fellow co-workers

Organizational Structure and ClimateOrganizational Structure and Climate
 Participation in DecisionParticipation in Decision
MakingMaking

 Performance AppraisalPerformance Appraisal

 Organizational CultureOrganizational Culture

Interface Between Home andInterface Between Home and
WorkWork
 RelationshipsRelationships
between workbetween work
and familyand family

WorkWork
 Dual CareerDual Career
CouplesCouples

WorkWork
 Life EventsLife Events

ENVIRONMENTAL FACTORS THATENVIRONMENTAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Technological
uncertainty
• Economic uncertainty
• Political uncertainty

INDIVIDUAL FACTORS THATINDIVIDUAL FACTORS THAT
CAUSE STRESSCAUSE STRESS
• Family problems
• Financial problems

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

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.

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
•

Exhaustion
Breakdown
Burnout

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.

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.

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

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

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:

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.

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

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

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

Managing Stress
Preventive Strategies Curative Strategies
Counseling TechniquesStress Management Programs

COUNSELING TECHNIQUESCOUNSELING TECHNIQUES
• Relaxation Training
• Biofeedback
• Cognitive Technique
Application
• Exercise
• Time Management
Skills

STRESS MANAGEMENTSTRESS MANAGEMENT
PROGRAMSPROGRAMS
• Employee Assistance Program
• Wellness Works Program
• Stay well Program
• Kimberly Clarke’s health care program

INDIVIDUAL APPROACHES TOINDIVIDUAL APPROACHES TO
MANAGING STRESSMANAGING STRESS
• Exercise
• Relaxation
• Diet
• Opening up
• Professional help
• Time Management

• Exercise

• Relaxation

• Diet

• Opening up

Professional help

•Time Management

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

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

Stress management

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