Question: 1. Foundation for Counseling 2. Types of counseling 3.

Major differences between non-direct and directive counseling

Question: - What is stress? Answer: - Stress is defined in terms of its physical and physiological effects on a person,
and can be a mental, physical, or emotional strain. Stress occurs due to a demand that exceeds the individual's coping ability, disrupting his or her psychological equilibrium. Hence, in the workplace environment stress arises when the employee perceives a situation to be too strenuous to handle, and is threatening to his or her well-being. Job stress results from the interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at work. Differences in individual characteristics such as personality and coping skills can be very important in predicting whether certain job conditions will result in stress. In other words, what is stressful for one person may not be a problem for someone else. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). Job stress is also associated with various biological reactions that may ultimately lead to compromised health, such as cardiovascular disease or in extreme cases death.

Question: - Negative symptoms of unmanaged stress.

Physiological: Ulcers Digestive problem Headaches Hisgh blood pressure Sleep disruption

Stress
Question: - Causes of stress on the job.
Typical Causes of stress on the Job
Work overload

Psychological: Emotional instability Moodiness Nervousness and tension Choronic worry Depression Burnout

Behavioral: Excessive smoking Abuse of alcohol or drugs absenteeism aggression Sefety problems Performance problems

Answer: - The situations and pressures that cause stress are known as stressors. We
usually think of stressors as being negative, such as an exhausting work schedule or a rocky relationship. However, anything that puts high demands on you or forces you to adjust can be stressful. This includes positive events such as getting married, buying a house, going to college, or receiving a promotion. Of course, not all stress is caused by external factors. Stress can also be self-generated, for example, when you worry excessively about something that may or may not happen, or have irrational, pessimistic thoughts about life. What causes stress depends, at least in part, on your perception of it. Something that's stressful to you may not faze someone else; they may even enjoy it. For example, your morning commute may make you anxious and tense because you worry that traffic will make you late. Others, however, may find the trip relaxing because they allow more than enough time and enjoy listening to music while they drive.

Time presssures Poor quality of supervision Insecure job climate Lack of personal control Inadeduate authority to match responsibilities Role conflict and ambiguity Differences between company and employee values Change of any type, especially when it is major or unusual Frustration Technology with inadequate training or support

Question: - Stress-performance Model

Answer:-

Work stress is defined as the harmful physical and emotional responses that occur when job requirements do not match the workers capabilities, resources, and needs (National Institute of Occupational Safety and Health 1999). It is recognized world-wide as a major challenge to individual mental and physical health, and organizational health (ILO 1986). Stressed workers are also more likely to be unhealthy, poorly motivated, less productive and less safe at work. And their organizations are less likely to succeed in a competitive market. The shape of the curve is characteristic of each person. Some perform well at a wide range of

stress levels (so will have a flatter top to their reponse curve) while others quickly becoe anxious and self-doubting even at moderate stress levels. Moderate levels of anxiety probably enhance performance by increasing alertness; the relationship between anxiety and performance follows a similar shape to curve line.

In this figure when there is no stress, job challenges area absent and performance tends to be low. As stress increases, performnace tends to increases, because stress helos a person call up resources to meet job requirments. Constructive stress is a helathy stimulus that encourages employee to respont to challenges. Eventually, stress reaches plateau that correspnds approximately with a persons to day-to-day performance capability. At this point additional stress tends to produce no more improvement. Finally, if stress becomes too greate, it turns into destructive force. Performance begins to decline at same pont because exccess stress interferes with performance. An employee loses the ability to cope; she or he becomes unable to make decision and exhibits behavior. If stress increses to breacking point, performance becomes zero; the emplouee has a breakdown, becomes too ill to work, is fired, quites, or refuses to come to work to face the stress.

Question: - Type A-people & Type B-people. Answer: - Type A behaviors Type A and Type B People Stress vulnerability is often related to type
A and B characteristics Type A people are aggressive and competitive, set high standards, are

impatient with themselves and others, and thrive under constant time pressures. They make excessive demands on themselves even in recreation and leisure. They often fail to realize that many of the pressures they feel are of their own making rather than products of their environment. Because of the constant stress that they feel, some type As are more prone to physical ailments related to stress, such as heart attacks.
1p 13 behaviors Type B people appear more relaxed and easygoing. They accept situations and work Within them rather than fight them competitively. Type B people are especially relaxed regarding time pressures, so they are less prone to have problems associated with stress. Still, Type B individuals can be highly productive workers who meet schedule expectations; they simply obtain results in a different manner. The research on type A and type B people is still accumulating.6 For example, some of the type A behavior patterns, such as competitiveness and a drive for career success, appear to be consistent with societys values. At the same time, the hostility and aggression these people exhibit may make it difficult for many employees to work with them. Some studies also suggest that there may be different forms of type A personalities. As a result, the type as who are more expressive and less hostile may be less prone to heart disease. Other type As apparently enjoy their success so much that they disregard the surrounding stress and do not suffer from heart attacks or other physical consequences. The distinction between type A and type B people raises several challenging questions for managers. Should an organization consider the type A or type B nature of employees when making job assignments? Should it develop training programs to help change type A employees into type B employees? Does it have a responsibility to provide training that will help both As and Bs cope with the work habits and expectations of supervisors who are different from themselves? Although stress reduction at work is a desirable goal, finding the answers to these questions will require consideration of ethical, financial, and practical issues.

Question: - Common personal strategies for managing stress Answer: 1. Resist working long hours or accepting overtime. 2. Volunteer for flextime or other alternative work shedules. 3. Identify the people who cause stress and avoid them. 4. Maintain a healthy diet and eat regularly. 5. Obtain regular exercise and get enough sleep. 6. Avoid procrastination. 7. Set reasonable goals for yourself. 8. Develop a simple method of organizing things, and adhere to it. 9. Step back from stress and decide wheher you need to fight every battle. 10. Consult with a trusted friend before becoming involved in new activities. 11. Develop a balance of physical, emotional. Mental, and spiritual capacities. 12. Find or create opportunities to laugh.

Question: - What counseling is? Answer: - It is an exchange of ideas and feeling between two people, nominally a
counselee, so it is an act of communication.

Question: - Need for Counseling? Answer:The need for counseling arises from a variety of employee problems, including stress, When these problems exist, employees benefit from the understanding and guidance that counseling can provide, For example, one employee feels insecure about retirement. Another employee is hesitant to take the risk required by a promoLion and thus ceases growing on the job. A third employee may become unstable in the job. In all cases, counseling is a necessay. Most problems that require counseling have some emotional content. Emotions are a normal part of life. Nature gave people their emotions, and these feelings make people human. On

the other hand, emotions can get out of control and cause workers to do things that are harmful to their own best interests and those of the firm. They may leave . their jobs because of tritling conflicts that seem large to them, or they may undermine morale in their departments Managers want their employees to maintain good mental health and to channel their emotions along constructive lines so that they will work together effectively.

Question: - Foundation for Counseling Aswer: The counseling objective is achived