Organisational stress

Organisational Stress, Factors influencing stress., Ways to overcome stress...
Kalpanadevi.U

1. Organisational Stress U.KALPANADEVI II –MBA MICHAEL INSTITUTE OF MANAGEMENT- MADURAI

2. What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being Gholipour A. 2005. Organizational Behavior. University of Tehran. .

3. “An adaptive response to an external situation that results in physical,psychological and/or behavioural deviations for an organisational participants.” (Fred Luthans) Definition of Stress

4. Key Definitions Stressor – environmental conditions that cause individuals to experience stress Eustress – positive stress that results from meeting challenges and difficulties with the expectation of achievement Dystress – negative stress; often referred to simply as stress. Often results in overload. Job strain – function of workplace demands and the control an individual has in meeting those demands. Hans Selye

5. What Are Your Major Work and Life Stressors? WORK HEALTH FAMILY FINANCIAL OTHER

6. Signs of Stress You feel irritable. You have sleeping difficulties. You do not get any joy out of life. Your appetite is disturbed. You have relationship problems and have a difficult time getting along with people.

7. Workplace Stress Defined Stress Job Stress Acute Chronic

8. Adapted from Exhibit 7-1: Some Stress-Related Conditions Acute Chronic Alertness and Excitement Increase in Energy Uneasiness and Worry Feelings of Sadness Loss of Appetite Immune System Suppression Increased Metabolism Diabetes High Blood Pressure Loss of Sex Drive Lowered Resistance Anxiety and Panic Attacks Depression Eating Disturbances Irritability

9. Stress Response An unconscious mobilization of energy resources that occurs when the body encounters a stressor.

10. Two Models of Workplace Stress Demand-Control Model Effort-Reward Imbalance Model

11. Demand-Control Model Passive Active (EUSTRESS) High Strain (DYSTRESS) Low Strain Job Demands Job Control High Low High Low Adapted from Exhibit 7-2: The Demand-Control Model of Workplace Stress

12. Effort-Reward Imbalance Model Adapted from Exhibit 7-3: The Effort-Reward Imbalance Model of Workplace Stress Overcommitment High Effort Low Reward Demands Obligations Pay Esteem

13. Role Conflict A situation in which different roles lead to conflicting expectations

14. Managerial Advice Restoring and Maintaining Work-Life Balance Focus on what is truly important. Take advantage of work-related options. Protect non-work time. Manage your personal time. Set aside specific time each week for recreation. Thoughts?

15. Work-Related Stressors Role Ambiguity Work Overload Occupation Resource Inadequacy Working Conditions Management Style Monitoring Job insecurity

16. Type A vs. Type B Personality Self-Esteem Hardiness Gender Individual Influences on Experiencing Stress

17. Consequences of Stress Individual Organizational

18. Individual Consequences of Stress Stress Psychological Anxiety Depression Low self-esteem Sleeplessness Frustration Family problems Burnout Behavioral Excessive smoking Substance abuse Accident proneness Appetite disorders Violence Physiological High blood pressure Muscle tension Headaches Ulcers, skin diseases Impaired immune systems Musculoskeletal disorders Heart disease Cancer

19. Organizational Consequences of Stress Adapted from Exhibit 7-4: Managerial Costs of Job Stress Total U.S. corporate profits in 2006 – $897.6 billion Entire U.S. gross domestic product (the market value of the nation’s goods and services) was approximately $13,246 billion in 2006 Some perspective: Estimated cost to American industry of job stress $200 billion per year Absenteeism Diminished productivity Compensation claims Health insurance Direct medical expenses

20. Causes of Work Stress Interpersonal Demands • Group pressures • Leadership styles • Conflicting personalities Task Demands • Quick decisions • Critical decisions • Incomplete informa- tion for decisions Physical Demands • Temperature extremes • Poorly designed office • Threats to health Role Demands • Role ambiguity • Role conflict Organizational Stressors

21. Organizational Stress Management Increase individuals’ autonomy and control Ensure that individuals are compensated properly Maintain job demands/requirements at healthy levels Ensure that associates have adequate skills to keep up-to-date with technical changes in the workplace Increase associate involvement in important decision making Improve physical working conditions Provide for job security and career development Provide healthy work schedules Improve communication to help avoid uncertainty and ambiguity

22. Individual Stress Management Find jobs that provide a personally acceptable balance between demands and control and between effort required and rewards. Redesign a dysfunctional job. Follow the tactics presented in the Managerial Advice feature. Develop healthy ways of coping. Exercise Proper Diet Support Network Relaxation Techniques

23. Individual Stress Management Exercise regularly Practice healthy habits Be realistic Use systematic relaxation Meditate Develop and use planning skills Simplify your life – Delegate Take one thing at a time Avoid unnecessary competition Recognize and accept personal limits Develop social support networks Focus on enjoying what you do Go easy with criticism Take time off

24. Approaches to Preventive Stress Management Modify the Stressor Change Your Perception or Belief About the Stressor Change Your Reaction to the Stressor Practice Stress Inoculation Behaviors

25. Coping with Stress: Relaxation Mental Relaxation Meditation Breathing Exercises Visualization Self-Hypnosis Physical Relaxation Stretching Progressive Relaxation Yoga Massage

26. Coping with Stress: Meditation Choose a quiet environment that is not too brightly lit. Allow yourself 5 minutes at first and gradually work up to 20 minutes. Sit upright with your spine erect….feet should be flat on the ground with your hands resting in your lap. Close your eyes and keep your body still. Start with some deep breathing: inhale and exhale deeply, letting all your breath out. Pause, then inhale letting the breath flow naturally using your abdomen muscles. Now allow your breathing to become natural and slow….as you exhale count “one.” Continue counting, each time you exhale. If thoughts enter your mind and your forget to count, simply notice and dismiss the thoughts. Do the same with sounds and bodily sensations—simply notice and dismiss them. If you wish to time yourself, use a non-ticking timer…When you are done, rock, gently back and forth before slowly getting up. Practice at least once daily.

27. Coping with Stress: Visualization Create Your Daydream Picture a scene in which you are perfectly relaxed….. Perhaps you are lying at the beach on a warm breezy day….Continue to visualize this scene, noticing the warmth of the sun on your body, feeling more relaxed, while your breathing becomes slow and rhythmic. You feel the warmth of the sun on your arms, legs, and face….how it totally relaxes and soothes all of your muscles…you actually can feel beads of perspiration form and your fingers and hands swell slightly as you continue to slow down your breathing and feel relaxed and calm…..Focus on the sounds of the waves crashing at the beach and feel the slight breeze of the wind on your face as you continue feeling calm, comfortable and very relaxed…slowly open your eyes….Practice this visualization when you experience stress and anxiety.

28. Traditional view Stress the responsibility of the individual Organisational view E mployers and employees have a responsibility to address work-related stress Managing Stress in the Workplace

29. Employee assistance programmes, Wellness programmes, Less controls, Flat structures, Employee empowerment, and Stress management training. e tc….., Organisational coping strtegies..,

30. Work/Family Balance More and more people in the workforce are putting emphasis on family as an important priority Over 70% of workers do not think there is a healthy balance between work and family Increasingly employees are exploring new careers because of the inability to manage work and family stressors

31. Steps to Risk Assessment Step 1: Identify Hazards What might cause harm? Step 2: Evaluate Harm Who could be harmed, and how? Step 3 (b): Introduce controls What can we do to reduce the risk that hazards will cause harm? Step 3 (a): Evaluate Risks How likely is it that the hazard could cause harm? Step 4 & 5 - Record and Re-Assess

32. Planning and Consultation Data Collection Qualitative methods e.g. interviews, focus groups, Stress Diaries Quantitative methods e.g. structured surveys, StressTools Data Analysis 4. Feedback and Action Planning Stress Risk Assessment Process

33. Stress is a messenger – listen to it Pressures are challenges- increase copings Meet,greet and beat your stress successfully, Don’t worry of the future, Don’t feel ego Life is short – Try to ENJOY Manage your time properly, Think positively=positive attitudes Think from others’ point of view Develop “Can do Attitude” Discuss / Share with others Develop hobbies like painting,dancing & singing. etc….., Golden Principles of Stress-Free Living

34. Workload Job Insecurity Teamworking Performance feedback Training & development Hours of work Job design Management support Tools and equipment Communication Role ambiguity Skill under-utilisation Work-life balance Effort-reward imbalance StressTools 14 Management Standards Providing Guidance on How to Prevent Work-related Stressors

35. Toxin Handlers The following behaviors are necessary for handling the pain, strain, and stress of others: Read your own and others’ emotional cues and understand their impact Keep people connected Empathize with those who are in pain Act to alleviate the suffering of others Mobilize people to deal with their pain and get their lives back on track Create an environment where compassionate behavior toward others is encouraged and rewarded

36. Wellness Programs Estimate suggests J&J’s program has saved the company $22.4 million per year. The initiative has several goals: 91% of employees will be tobacco free 90% of employees will have blood pressure of 140/90 or better 85% of employees will have a total cholesterol below 240 75% of employees will be physically active, define as 30 minutes of activity three or more times each week 60% of employees will be trained in resilience/stress management

37. Questions

38. FINALLY…..