Stress and its Mgmt

What is Stress?

An individuals reaction to a disturbing factor in the env. A dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires n for which the outcome is prcvd 2 b both uncertain n imp. Constraints- Forces that prevent individuals from doing what they desire. eg. Due to lack of fin u r unable to buy a car. Demands-Loss of something desired. Eg Ur work doesnt allow u 2 spend time with the family.

Eustress n Distress

Regardless of the conditions, it is only when there is doubt or uncertainty regarding whether the opportunity will b seized, the constraints removed, loss avoided that there is stress. Two conditions r necessary for potential stress to become actual stress-uncertainty over the outcome + its importance . Eustress- When stress is used +ively to rise to the occasion n perform at or near their maximum. It is an opportunity/motivation when it offers potential gain. Eg Athletes other sportsmen. Distress- When stress brings out a ive outcome. Choking under stress. Eg. Drug abuse, heart disease, alchoholism, smoking Stress is an adaptive response to an ext situation that results in physical, psychological n/or behavioral deviations for org participants.

A model of stress
Consequences/manifestations

Potential sources
Environmental factors PEST uncertainty

Individual differences Prcptn Job experience Social support Belief in LOC Hostility (Type A)

Physiological symptoms
Headaches BP/pulse rate/heart beat Perspiration sugar Muscles tense All senses r tensed Heart disease Graying of hair

Organizational factors Task/job Role IP demands Org str, leadership n life stage

Psychological/emotional Symptoms Experienced stress

Anxiety Depression in job satisfaction, SE Tension irritation

Behavioral/social Symptoms Individual factors Family prob Eco prob personality

Productivity Absenteeism t/o Drugs Alchohol/eating prob Relation break up

Environmental factors

Political uncertainties Economic Social Technological

Organizational factors

Tasks or job design, conditions, layout etc. The more interdependence bet a persons tasks n the tasks of others the more the stress. Role ambiguity or role overload. IP demands by lack of support from the colleagues Org str defines level of differentiation, of rules n regulations. Org leadership represented by mgrl style. Orgs life stage-established, grow, mature n decline.

Individual factors

Some people may have the inherent tendency to accenntuate ive aspects of the world in gnrl. Some people thrive on stressful situations others r overwhelmed by them. Individual differences-prcptn, job experience, social support, Type A/B, SE, belief in LOC, ability n hostility have found to b relevant moderators.

Inverted-U relationship between stress n job performance

high

performance
low Low`

stress

high

Managing stress

Individual approaches Time mgmt Exercise Relaxation trng Expand social support sys Organizational approaches-wellness programs, improved org comm, job redesigning etc

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