Stress Management

life is 10 per cent what happens to me and 90 per cent how I react to it. --- Charles Swindoll, author & Swindoll, speaker

At the end of this module you will be able to: Define Workplace Stress Identify and list Organizational Stressors Define and demonstrate Coping with stress and remedies

Stress is an internal response to stimuli or pressures that challenge an organism's ability to adapt or cope.

Organizational stress in the stress incurred in the process of working in organizations Numerous organizational factors are severely stress inducing-The inducingorganizational Structure, its culture, the nature of the work it does, the way it organizes work, the people who work there etc can all be stress inducing to an individual The stress that results from a specific occupation is called occupational stress

Role & Task stressors (Role ambiguity, single role conflict, multiple role conflict, transition, entrapment, burn out, nature of the task and risk involved, Decision-making etc under/over Decisionstimulation ) People related ( Relationship with superiors, peers, subordinates, customers, interpersonal conflict, harassment, animosities , bullying, victimization, organizational politics etc) Personal (Indiscipline , non assertiveness, poor time/change management, lack of knowledge, skills & attitudes)

Functional Identify & understand causes Reset goals Change & adapt behavior to suit people and circumstances Change until desired effects are produced

Dysfunctional Get drunk Get violent Fall ill Absent from work Turn in low quality work Get disappointed, dejected, depressed

Type A: 1. Achieve goals 2. Compete 3. Desire for recognition & promotion 4. Multitasking 5. Doing things fast 6. High alertness Type B:
1. 2. 3.

Relaxed Let go Happy go lucky

Stress cannot be eliminated; stress can only be managed Stress is not due to stressors themselves but due to our reaction to stressors Stress management does not imply controlling pressure but controlling our response to pressure Stress Management involves a whole new way of thinking

1. 2. 3. 4. 5.

6. 7.

Clear expectations Feedback Training, Coaching & Counselling IntraIntra-team working Wellness center (Gymnasium, health center, relaxation room, health insurance) Appreciation Appraisals & Career Development

Causes Remedies 1. Poor time 1. Plan , prioritize and & management focus on work 2. Accept & adapt to 2. Resistant to change Change 3. Build good professional 3. Poor people ties with internal & management external customers 4. Non assertiveness 4. Be assertive, accept 5. Poor personal realistic workload and effectiveness dead lines
5.

Develop a disciplined lifestyle

For Subordinates For Self 1. Plan your work 1. Set realistic goals & schedules 2. Create & adhere to 2. Monitor and control schedules work 3. Build good professional ties 3. Create integrated teams 4. Establish rapport with boss 4. Set behavioral expectations 5. Be assertive, accept realistic workload 5. Plan workload and deadlines according and dead lines to ability and capacity

Cognitive reengineering through Rational Emotional Behavior Therapy (Change your beliefs & attitudes and live a positive life) Neuro-linguistic Programming (Train Neuroyour mind to experience positive feelings) Creative Visualization (Will things to happen) Self Hypnosis & Auto-Suggestion Auto(Tapping the power of your subconscious mind)

Body related (Uncontrolled eating, obesity, Unhealthy habits like smoking, drug abuse, alcoholism )etc Mind related (irrational beliefs, attitudes and values and negative thinking and emotions) Behavioral elements (like poor time management, resistance to change, nonassertiveness, no goals, no motivation etc)

Irrational Belief Inventory

First check what scores you have given to Q.Nos: 1, Q.Nos: 8, 10, 12, 15, 17, 26, 27, 30, 42, 46, 48, 49 and reverse the scores as follows: (1 = 5, 2 = 4, 3 = 3, 4 = 2, 5 = 1) Now total up your scores for the following questions: A - 1, 2, 6,7,8,10,16,19, 22, 26,28,32 (20 + irrational worry) B 3,4,9,14,18,20,24,29,33,34,35,38,39,40 (23+ irrationally rigid) C 11,13,25,27,31,36,40,44,45,47 (16+ irrational fear of responsibility) D 5, 21,23, 37, 43, 48, 50 (11 + irrational attention seeker) E 12,15,17, 30, 42, 46, 49 (11 + irrational attention seeker)

Assertiveness Training (Learn to handle

difficult people)

Transactional Analysis (learn

interpersonal skills and have better relationships)

Heighten self-awareness and selfintegrate personality - perception of the

moment, especially in terms of their relationships with other people and also with their environment.)

Assertiveness Inventory

Q No.
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20

A
Aggressive Passive Aggressive Assertive Passive Passive Passive Assertive Aggressive Assertive Assertive Assertive Assertive Aggressive Passive Passive Aggressive Assertive Passive Aggressive

B
Passive Aggressive Assertive Aggressive Assertive Aggressive Assertive Aggressive Passive Passive Passive Aggressive Aggressive Passive Assertive Assertive Assertive Passive Assertive Passive

C
Assertive Assertive Passive Passive Aggressive Assertive Aggressive Passive Assertive Aggressive Aggressive Passive Passive Assertive Aggressive Aggressive Passive Aggressive Aggressive Assertive

Activity

Meditation Yoga (asana & pranayama) pranayama) Prayer Bhajan Listen to discourses Auto Suggestion

At the end of this module we were able to:

Define Workplace Stress Identify and list Organizational Stressors The Effect of Stress on Organizational Well being and employee wellness

Objectives At the end of the session we will be able to

To identify causes of conflicts To identify the levels of conflicts Explain resolution strategies in organisation

Traditional 1. Conflict is avoidable 2. Conflict is caused by management error 3. Conflict disrupts organisation and prevent optimal performance 4. Management is to eliminate conflict 5. optimal performance requires the removal of conflicts

Current view 1. Conflict is inevitable 2. Conflict arises from many like org. Structure, differences in goals, differences in perceptions and values of people 3. Conflict contributes and detracts org. performance 4. Management is to manage level of conflicts and resolutions 5. Optimal org. performance requires moderate level of conflict

Dysfunctional Functional Increased involvement Unresolved anger Increased cohesion Personality clashes Increased innovation Less self esteem and creativity Inefficiency Personal development Diversion of energy and change from work Clarification of key Wastages of issues resources Organisational Negative climate vibrancy Group cohesion Individial and group disrupted identities

Functional conflict
Perceived conflict

Latent conflict

Felt conflict

Manifest conflict

Dysfunctio nal conflict

1. 2. 3. 4.

IntraIntra-personal conflict InterInter-personal conflict IntraIntra-group conflict InterInter-group conflict

Changes within each group

Intergroup Conflict Task Independence Task Ambiguity Goal Incompatibility Limited Resources Reward systems

Changes between groups

Intra-group Conflict Dispute between team members

Interpersonal Conflict TA Johari Window Stroking Life Positions

Intra-Personal Conflict from frustration Goal conflict Role conflict

People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. Organizational values help each person establish priorities in their daily work life. Values guide every decision that is made once the organization has cooperatively created the values and the value statements. Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.

Organizational goals are grounded in the identified values. Adoption of the values and the behaviors that result is recognized in regular performance feedback. People hire and promote individuals whose outlook and actions are congruent with the values. Only the active participation of all members of the organization will ensure a truly organization-wide, organizationvaluevalue-based, shared culture.

ACCOMMODATION

COLLABORATION

COOPERATIVENESS AVOIDANCE

COMPROMISE

COMPETITION

ASSERTIVENESS

IntraIntra-Personal Remove Barriers Cognitive Dissonance Refuse to select either approach Minimise and prioritise roles Develop compatibility between personal and organisational goals Develop Satwik Gunas

LoseLose-Lose LoseLose-Win WinWin-Win Developing complementary transactions Altering behavioural inputs

Realising that divided they stand united they fall InterInter-group Problem solving Organisational redesign Superordinate goals Expansion of resources Avoidence Smoothen

Examine what is causing trouble Bringing the conflicting parties to discuss Clarifying expectations and roles Utilising constructive feedback Reaching agreements

Focus on issues not personalities Encourage both sides to be objective Evaluate concerns of both parties Encourage people to listen to others view Encourage points of agreement Dont dwell on anger

Did we achieve our objectives? Did we make action plan for managing stress and conflicts?

Tell what we have learnt not we have been told Most you like Least you like suggestions