PRESENTATION

ON
STRESS
MANAGEMENT
PRESENTED
BY:GROUP-I
AMIT VIRANI
HARDIK SETA
AKSHAY RAVAL
MONIKA RAJANI
SHIVANGI PATEL
LAVINA NAWANI
 WHAT IS STRESS..
 The word stress is derived from the Latin word
"stringi", which means, "to be drawn tight".

 stress is a feeling experienced when a person

thinks that "the demands exceed the personal
and social resources the individual is able to
mobilize."
 Example: 3 idiots
WHAT IS EUSTRESS ?
 Eustress is the positive stress, opposite to
distress
 Distress is a negative pressure...
when the pressure is shown in the positive
way. Like being the first i.e. a Ms. World, Ms.
Universe or anyone for the matter who
stands first, is under eustress…
 Eustress is the positive stress that you get
from riding a roller coaster, or a high speed
bike, or singing in front of an audience. You
usually feel very good afterwards.
TYPE OF STRESS
 Acute Stress
 Chronic Stress
 stress at Home
 stress at work
 Other causes
STRESS CAUSES
 Social and financial problems.
 Medical illness.
 Lack of social support.
 Family history.
CAUSES OF
STRESS
There are mainly three causes of stress
1.Economic Factors
2.Organizational Factors
3.Personal Factors
 Environmental Factors:
 Economic uncertainty
 Political uncertainty
 Technological changes
Organizational
Factors:
 Task Demands

 Role Demands

 Interpersonal

Demands
 Personal Factors:
Family Problems
PERSONALITY
INDIVIDUAL DIFFERENCES
 INDIVIDUAL DIFFERENCES
 Some people thrive on stressful situation, while
others are overwhelmed by them

 It is that differentiates people in terms of their

ability to handle stress.

 different people have different capacity to handle

stress
MODERATORS

 Perception

 Job experience

 Social support

 Personality

 Self-efficacy
PERCEPTION
 A process by
which individual
organize and
interpret their
sensory
impressions in
order to give
meaning to their
environment.
 JOB EXPERIENCE
 The people who have an
experience on the job
tends that easily resist
stress.
 Voluntary turnover is more
probable among people
who experience more.
 Senior members of the
organization are more
likely to be fully adapted
and should experience less
stress.
SOCIAL SUPPORT
 Collegial relationship
with coworkers or
supervisors can buffer
the impact of stress.

 Social support acts as

a palliative mitigating
the negative effects
of even high stress
jobs.
PERSONALITY
 The sum total of
ways in which an
individual reacts to
and interacts with
others.

 Personality affects
the degree to which
people experience
stress and how they
cope with it.
SELF-EFFICACY
Consequences of stress
PHYSIOLOGICAL SYMPTOMS:
Headaches

High blood
pressure

Heart disease
 PSYCHOLOGICAL SYMPTOMS:

 Anxiety

 Depression

 Decrease in job
satisfaction
BEHAVIORAL SYMPTOMS:
Productivity

Absenteeism

Turnover
MANAGING STRESS
 Organization communication
Training
Selection and placement

 Sabbaticals
Increase employment
Redesigning jobs
Goal setting
WAYS TO MANAGE
ORGANISATION STRESS
 Keep an open mind
 Stay flexible.
 Be supportive of colleagues.
 Take an active role in the change process.
 Give change a chance to work. Be patient;
change takes time.
 Ignore rumors
 Pay attention to yourself.
 Put it in perspective.
INDIVIDUAL APPROACH
Time management

Physical exercise

Relaxation techniques

Social networking
TIME MANAGEMENT
 List of activities

 Prioritize activities

 Scheduling activities

 Follow your list regularly

HOW TO REDUCE STRESS ?
Aerobics

Jogging

Walking

Swimming

Riding a bicycle etc.

THINGS WHICH NEEDS TO
BE ADOPT
 AVOIDNEGATIVE
THINKING

 FOCUSON YOUR
STRENGHTS

 LOOK
FOR
OPPORTUNITIES

 LEARNFROM THE STRESS

YOU ARE UNDER
SOCIAL NETWORK
 SHARE YOUR PROBLEM WITH FAMILY
FRIENDS,COLLEAGUES ETC.

 GO TO TEMPLE,MOSQUE,CHURCHE
OR ANY RELIGIOUS PLACE.
GLOBAL IMPLICATIONS
 Organizational Change
 Stress
ORGANIZATIONAL CHANGE
 Do people believe change is possible?
 If it’s possible, how long will it take to bring
it about?
 Is resistance to change greater in some
cultures than in others?
 Does culture influence how change efforts
will be implemented?
 Do successful idea champions do things
differently in different cultures?
DO PEOPLE BELIEVE CHANGE IS
POSSIBLE?
 Cultures vary in terms of beliefs about their
ability to control their environment.
 In cultures in which people believe that they
can dominate their environment, individuals
will take a proactive view of change.
IF CHANGE IS POSSIBLE, HOW LONG
WILL IT TAKE TO BRING IT ABOUT?
 The answer is the culture’s time orientation.
 Societies that focus on the long term, such as
Japan, will demonstrate considerable
patience while waiting for positive outcomes
from change efforts.
 In societies with a short term, such as the
USA and Canada, people expect quick
improvements and will seek change programs
that promise fast results.
IS RESISTANCE TO CHANGE GREATER IN
SOME CULTURES THAN IN OTHERS?
 Resistance to change will be influenced by a
society’s reliance on tradition.
 Italians focus on the past whereas USA
emphasize the present.
 Therefore italians should be more resistant
to change efforts than USA.
DOES CULTURE INFLUENCE HOW CHANGE
EFFORTS WILL BE IMPLEMENTED?
 The answer is Power distance.
 In high-power distance cultures, such as
Spain, change efforts will tend to be
autocratically implemented by top
management.
 In opposite, low power distance cultures
value democratic methods. Therefore, a
greater use of participation in countries such
as Denmark.
DO SUCCESSFUL IDEA CHAMPIONS DO THINGS
DIFFERENTLY IN DIFFERENT CULTURES?
 The answer is YES.
 People in high-power-distance cultures prefer
champions to work closely with those in authority
to approve innovative activities before work is
begun.
 The higher the uncertainty avoidance of a society,
the more champions should work within the
organization’s rules and procedures to develop the
innovation.
STRESS
 Do the causes of stress vary across countries?
 Do the outcomes of stress vary across
cultures?
 Do the factors that lessen the effects of
stress vary by culture?
DO THE CAUSES OF STRESS
VARY ACROSS COUNTRIES?
 The job conditions that cause stress show
some differences across cultures.
 While the job conditions that lead to stress
may differ across countries, it doesn’t
appear that personality effects on stress
are different across cultures.
 For example, US employees were stressed by
a lack of control, while Chinese employees
were stressed by job evaluations and lack of
training.
DO THE OUTCOMES OF STRESS
VARY ACROSS CULTURES?
 Stressors are associated with perceived stress
and strains among employees in different
countries.
 In other words, stress is equally bad for
employees of all cultures.
DO THE FACTORS THAT LESSEN THE
EFFECTS OF STRESS VARY BY CULTURE?
 Although not all factors that reduce stress
have been compared across cultures but the
demand to work long hours leads to stress.
 This stress can be reduced by the resource of
social support such as having friends or
family to talk to.